HomeMy WebLinkAbout2014/06/11 - Agenda Packet - Special 4. city of
L•'���' N C HO (AJCAMONGA
AGENDA
CITY COUNCIL AND FIRE PROTECTION DISTRICT
SPECIAL MEETING
Wednesday, June 11 , 2014 - 5:00 p.m.
City Hall Tri-Communities Room
10500 Civic Center Drive 4- Rancho Cucamonga, CA 91730
A. CALL TO ORDER:
Al. Pledge of Allegiance
A2. Roll Call: Mayor Michael
Mayor Pro Tem Spagnolo
Council Members Alexander, Steinorth and Williams
B. COMMUNICATION FROM THE PUBLIC:
This is the time and place for the general public to address the Fire Protection District and City Council on any item
listed on the agenda. State law prohibits the Fire Board or City Council from addressing any issue not previously
included on the Agenda. The Fire Board or City Council may receive testimony and set the matter for a subsequent
meeting. Comments are to be limited to five minutes per individual or less, as deemed necessary by the
Mayor, depending upon the number of individuals desiring to speak. All communications are to be
addressed directly to the Mayor and not to the members of the audience. This is a professional business
meeting and courtesy and decorum are expected. Please refrain from any debate between audience and
speaker, making loud noises, or engaging in any activity which might be disruptive to the decorum of the
meeting.
C. ITEMS OF DISCUSSION:
Cl. DISCUSSION AND CONSIDERATION OF PROPOSED BUDGETS FOR FISCAL
YEAR 2014/15
D. ADJOURNMENT
I, Debra L. McNay, Records Manager/Assistant City Clerk, of the City of Rancho Cucamonga, hereby certify
that a true, accurate copy of the foregoing agenda was posted on June 5, 2014, per Government Code
54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Table of Contents L
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Page 6^
City Manager's Executive Summary 1 0
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Attachment A—Department Budgets 33
Attachment B—2014 City Council Goals 59 z
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General Information 63
City Officials 65
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Organization Chart 67
Budget Guide 69
Budget Process 70
Budget Process Flow Chart 72
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Summaries of Financial Data 73
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Budget Summary 75 3"
Revenue Summaries 77
Revenue and Resource Estimates 79
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Revenue Summary by Category—Operating Budget 84
Revenue Detail —Operating Budget 86 i"
Revenue Summary by Category—All Funds 92
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Revenue Detail —All Funds 94
Revenues by Fund 117
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Expenditure Summaries 121 F.
Expenditure Summary by Department—Operating Budget 122
Expenditure Summary by Category—Operating Budget 123
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Expenditure Detail — Operating Budget 124
Expenditure Summary by Department—All Funds 130 c
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Expenditure Summary by Category—All Funds 131 8
Expenditure Detail—All Funds 132 0
Expenditures by Fund 162a ii
Funded Positions by Department—Summary 163 0
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Funded Positions by Department—Detail 164 inc
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Summaries of Financial Data 171 c)
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Spendable Fund Balances 173 0
Summary of Changes in Spendable Fund Balances 179 z
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Table of Contents E
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Page
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Departmental Budget Details 183 E
Governance ;E-
City Council
Overview of Department 184 4
FY 2013/14 City Council Priorities 184 U
Three-Year Expenditure Summary by Funding Source/Category 185
Three-Year Staffing Summary 185 a
City Clerk o
Overview of Department 186
FY 2013/14 Budget Highlights 186
Three-Year Expenditure Summary by Funding Source/Category 187
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Three-Year Staffing Summary 187
City Treasurer i 3
Overview of Department 188
FY 2013/14 Budget Highlights 188 ;;
Three-Year Expenditure Summary by Funding Source/Category 189
Three-Year Staffing Summary 189
City Management a
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Overview of Department 190
FY 2013/14 Budget Highlights 190
Three-Year Expenditure Summary by Funding Source/Category 191
Three-Year Staffing Summary 191 0
Performance Statistics 192 P
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Services to the Community 193 co
Records Management "-
Overview of Department 194
FY 2013/14 Budget Highlights 194
Three-Year Expenditure Summary by Funding Source/Category 195
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Three-Year Staffing Summary 195 z
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Performance Statistics 196
Services to the Community . 197 °
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Public Safety G
Police 2
Overview of Department 198 0
FY 2013/14 Budget Highlights 198 0
Three-Year Expenditure Summary by Funding Source/Category 199 U
Three-Year Staffing Summary 199 i
Performance Statistics 200
Services to the Community 201 LL
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Fire District
Overview of Department 202 °
FY 2013/14 Budget Highlights 202
Three-Year Expenditure Summary by Funding Source/Category 203
Three-Year Staffing Summary 203
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Table of Contents
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Page
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Performance Statistics 204 E
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Services to the Community 205 g
Other City Departments
Administrative Services ?
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Overview of Department 206 '
FY 2013/14 Budget Highlights 206 ,.
Three-Year Expenditure Summary by Funding Source/Category 207
Three-Year Staffing Summary 207
Performance Statistics 208 ri
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Services to the Community 209
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Finance
Overview of Department 210
FY 2013/14 Budget Highlights 210 3
Three-Year Expenditure Summary by Funding Source/Category 211 z.-
Three-Year Staffing Summary 211
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Performance Statistics 212 cia
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Services to the Community 213
Human Resources f
Overview of Department 214
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FY 2013/14 Budget Highlights 214 n
Three-Year Expenditure Summary by Funding Source/Category 215
Three-Year Staffing Summary 215 0
Performance Statistics 216
Services to the Community 217
Animal Care and Services
Overview of Department 218
FY 2013/14 Budget Highlights .218
Three-Year Expenditure Summary by Funding Source/Category 219 3
Three-Year Staffing Summary 219 a
Performance Statistics 220
Services to the Community 221 °
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Community Services G
Overview of Department 222 2
FY 2013/14 Budget Highlights 222 0
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Three-Year Expenditure Summary by Funding Source/Category 223 0
Three-Year Staffing Summary 223 Z
Performance Statistics 224 a
Services to the Community 225
Economic and Community Development o
Overview of Department 226 .
FY 2013/14 Budget Highlights 226 0
Three-Year Expenditure Summary by Funding Source/Category 227
Three-Year Staffing Summary 227
Performance Statistics 228
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Table of Contents L
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Page
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Services to the Community 229 e
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Building and Safety
Overview of Department 230
FY 2013/14 Budget Highlights 230 a
Three-Year Expenditure Summary by Funding Source/Category 231 1
Three-Year Staffing Summary 231 ?
Performance Statistics 232 a
Services to the Community 233 0
Engineering Services
Overview of Department 234
FY 2013/14 Budget Highlights 234 '
Three-Year Expenditure Summary by Funding Source/Category 235
Three-Year Staffing Summary 235 3
Performance Statistics 236
Services to the Community 237
Planning m
Overview of Department 238
FY 2013/14 Budget Highlights 238
Three-Year Expenditure Summary by Funding Source/Category 239
Three-Year Staffing Summary 239 cL
Performance Statistics 240
Services to the Community 241 0
Public Works Services
Overview of Department 242
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FY 2013/14 Budget Highlights 242
Three-Year Expenditure Summary by Funding Source/Category 243
Three-Year Staffing Summary 243 c
Performance Statistics 244
Services to the Community 245 a
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Library Services
Overview of Department 246 0
FY 2013/14 Budget Highlights 246 Lu
Three-Year Expenditure Summary by Funding Source/Category 247 <
Three-Year Staffing Summary 247 0
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Statistics 248
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Services to the Community 249
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Successor Agency/to the Rancho Cucamonga Redevelopment Agency z
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Overview of Department 250
Three-Year Expenditure Summary by Funding Source/Category 251 L-
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Three-Year Staffing Summary 251
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Capital Improvement Program 253
Summary by Category 255
Detail by Category with Funding Source(s) 256
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Table of Contents cE
Page
Appendix 261
Snapshot of the City of Rancho Cucamonga • 263
Principal Employers 264 ?
Principal Sales Tax Remitters 265
Financial Policies 266
Long-Term Debt 269a
Glossary of Budget Terms 270
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MEMORANDUM 1*141
FAO
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CITY MANAGER'S OFFICE RANCHO
CUCAMONGA
Date: May 30, 2014
To: Mayor and Members of the City Council
By: John R. Gillison, City Manager
Subject: PRELIMINARY FISCAL YEAR (FY) 2014-15 BUDGET ra
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"Change is the law of life. And those who look only to the past or the present are
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certain to miss the future."—John F. Kennedy
Fiscal Year 2014-15 will be a key year for Rancho Cucamonga. Although the economy
is not back to pre-recession levels, and revenues are still down from their historic peaks
while expenses continue rising due to normal cost escalation factors, times have clearly
changed. The old models no longer work. Double digit property value growth, high To To
single digit sales tax revenue increases, and speculative development ventures based
on optimistic future growth forecasts are all clearly historical remnants of time that has
passed us by and which in many ways, is good to leave behind.
Fiscal Year 2014-15 marks a second consecutive budget of mostly positive overall
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growth. Unemployment in Rancho Cucamonga is 6.0% as of April 2014, compared to a
high of 9.3% in the economic downturn. During the holiday season of 2013-14, LL
unemployment dipped into the mid 5% range. Most economists agree that anytime
unemployment reaches 5% or lower, this is statistically considered full employment, so
the current rates are headed in the right direction. Cautionary notes abound, however.
In April of 2013, the City's unemployment rate was 6.2%, so clearly the rate of
improvement has slowed and large gains are not likely in the near future. Also, we o
know the current numbers are skewed by under-employment and those who have w
stopped looking for work, thus making a true apples to apples comparison with rates
before the downturn very difficult if not impossible. 2
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Another positive local economic indicator is property tax growth. For FY 2013-14 the
City saw a net taxable value increase of 3.1% overall and an increase in median price
for single family residential by more than 20%. These gains were consistent with or LL
higher than many other places in San Bernardino County, which is a good sign. Putting
the numbers into perspective, is key, however. Rancho Cucamonga is considered to be
a low property tax city. What does this mean? The City incorporated after the passage
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of Proposition 13 and thus receives minimal revenue from property taxes overall,
especially in comparison to many of our much older surrounding neighbors such as
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Ontario, Upland and Fontana. E
Property Tax Dollar ® O, But "My property tax isn't lower," c
Breakdown you say, "so how can that be? If
$0.60 you take a look at a typical dollar Y
of property tax in Rancho g
(Kd14''°" Cucamonga, the City's General gi
Fund receives $.05, the County
• , gets about $.15, various special
districts get a total of about $.20
and Education (K-14) gets about
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Rancho `"
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Cucamonga All totaled, the City receives ai
Rood about $6.4 million annually in
Admin. ®� City i re property tax (excluding property
®�e gee tax in-lieu of vehicle license
®® $0.1 ��, fees). This revenue is shared
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$0.0 $0.05 $0.045 General Fund's share of this
revenue (approximately $4.3
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million) is used to help fund the i"
$69.1 million in General Fund expenses including law enforcement, public works,
community services, animal services, engineering, building and safety, planning and all
related support services including finance, information services, human resources and D.
legal services. Gains in assessed valuation are a good sign for residents and property o
owners as it improves the worth of their investment in the community and helps ensure
fiscal stability. However, those same gains do not translate into equivalent revenue
increases to the City.
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Obviously, as the above numbers indicate, the City relies on considerably more than
merely property tax in order to balance its budget. Sales tax is another key revenue,
and for FY 2014-15, this area also continues to show positive growth of 1%, and is up to
$26.5 million which is the City's single largest source of revenue. Sales tax has now o
grown for several years in a row, which is a positive sign; however, there are several
cautionary notes. Rancho Cucamonga is still not back to its sales tax peak of $28.6 a
million which occurred in FY 2007-08. The City also tracks sales tax and 2
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unemployment and, looking back over the last 25 years, as unemployment decreases,
sales tax increases. As noted earlier, with our unemployment rate mostly flattening out o
at around 6%, the opportunity for large gains in future sales tax are not likely unless Z
there is either substantial new commercial or residential development in the City. Even
with that, the continued growth in online shopping is eroding growth in brick and mortar
sales, which in turn is moderating the sales tax growth we might expect to see. While o
the outlook for both is positive in the mid-term future, the actual percentage growth will o
likely be rather modest and as such, will not contribute to major revenue increases.
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With the return to a more positive economic outlook, also comes increased costs in all
sectors of the economy. From April of 2011 through April of 2014, the Consumer Price
Index for the Los Angeles-Riverside area increased 7.1%. While this increase is much
more modest than might otherwise have been expected, it is indicative of the generally
increasing cost of many consumables like fuel, electricity, food, etc. In that same 2011
through 2014 time period, electricity (provided by SCE) has risen 19%, gas (provided by
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Southern California Gas Company) has risen 16% and water (provided by CVWD) has
risen 18% for potable water and 14% for reclaimed water. On top of these cost
increases, many of the City's contract vendors, which held costs without an increase for
3-5 years, now find themselves needing to increase their contract costs also. Further
compounding these cost increases is the fact that the City lost its biggest economic
development tool in 2012, when Governor Brown eliminated local redevelopment
agencies and took over $197 million in capital funding from the City which was set aside
for infrastructure and facility maintenance and expansion, housing, economic
development and future City growth.
All of which brings me full circle to the epigram which introduced this budget transmittal
letter. The quote is a relatively well-known one from President John F. Kennedy which
captures in a very concise manner the current point in the City's fiscal and physical
development. Change is inevitable. Just as electricity followed fire, and cars followed
horses, and now we live in an era where a handheld cell phone available in Best Buy
has substantially more computing power than a full blown computer did twenty years
ago, the same analogies can apply to the principles that have been used to govern
municipalities. While understanding the past can help us avoid making similar mistakes
in the future, unless we look forward and embrace change, just as President Kennedy o
exhorted us to, we will miss the opportunities of the future.
Many decades earlier, another great President said something similar: "The best way to
predict your future is to create it." — Abraham Lincoln. The great challenge for local
government over the next decade is not the baby boomer transition, not succession
planning, not PERS increases, and not social media. The great challenge is to
understand that change is upon us, and we need to embrace that change, create a
better future, and fundamentally change how we deliver services. That is the theme of
the FY 2014-15 budget for the City of Rancho Cucamonga. o
Preparing For the Future
2
With the advent of the FY 2014-15 budget it is finally clear that while the effects of the
Great Recession linger still, the economic downturn is behind us. Growth has returned.
Not the growth of the early 2000's, but growth nevertheless. Real estate is picking up.
Again, not the artificially high increases of the 2003-2009 era, driven by easy financing LL
and poorly structured funding vehicles, but true, modest and sustainable growth.
Unemployment is tracking downward, although huge challenges remain for many at the
beginning and ending portions of their work careers. The challenge now is to not forget
the lessons of the Great Recession, lest we repeat the mistakes of the past, but to learn
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from those lessons in such a way that we create a better future. And that creation E
begins right here and now.
What are the challenges in creating a better future?
• Controlling rising costs for fixed utilities
• Controlling rising personnel costs while maintaining a quality workforce
• Embracing mobile technologies that enhance, streamline and improve the
traditional services of local government
• Setting aside reserves for capital and infrastructure needs
• Creating a new Economic Development Plan and strategy for the City along with
a culture where all employees and officials understand that Economic
Development is everyone's job
Controlling rising costs for fixed utilities
Year by year, the costs for utilities continue to rise. Environmental regulations have
driven the cost of energy production ever higher, along with an expanding populace and
growing business sector demand. California is in the middle of an epic drought.
Although technological advances have made production of gasoline reserves possible
at levels never before imagined, the cost of that fuel is higher than ever. Facing these
realities, the City is looking to reduce its utility costs as much as possible so that
revenue can be freed up for other uses, with key couple projects leading the way.
Included in the FY 2014-15 budget is $240,000 to look at the landscaped perimeter of
the Civic Center as well as the interior landscaping, and develop a new design. This
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design cost and the installation to follow are investments that will yield a significant LL
return in the form of energy, water, and maintenance savings in the years to come.
Rancho Cucamonga is also leading the way on retrofitting lighting in order to reduce 8
costs. An LED Street Light Enhancement Project is planned in Street Lighting District
(SLD) 8, which encompasses much of the Etiwanda area. This project, expected to be o
completed in FY 2014-15, will reduce operating costs in the long term and is anticipated
to be a precursor to other projects throughout the City. Similarly, over the last two
years, Public Works has replaced and upgraded aged paseo and pathway lighting
throughout LMD 2 and LMD 4R with new energy efficient, low maintenance, LED lights. o
At the Rancho Cucamonga Civic Center, a project is proposed in the FY 2014-15 0
budget to replace the exterior parking lot lighting with solar enhanced lighting. The Z
solar-enhanced LED lighting fixtures will establish a dusk to dawn energy profile with
net-zero energy consumption. Finally, working through SANBAG, the City has identified
three (3) facilities that represent the optimum opportunity for cost effective solar
photovoltaic installation. By cooperating with other agencies through SANBAG, the City
intends to reduce solar installation costs and maximize the return on investment by
leveraging the power of a large scale solar procurement.
I iseal Year 2014 15 l'idiniiiiar\ l3tid ct 1';I_we 4 L••;;J
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Controlling personnel costs
The City Council has established a leadership role among local municipalities in
controlling personnel costs. Although two labor agreements are still works in progress
as of the time this message was written, four other agreements have been settled this
year that build on the groundwork of pension reform that started here in 2011. Effective
July 1, 2014, all Fire Safety employees contribute no less than 2% of pay towards
PERS pension costs as part of an escalating formula which will increase each year with To
PERS costs up to a maximum contribution of 5% for classic employees. Non-sworn
personnel, already contributing 1%, will also be contributing a total of 2% effective July
1, 2014 toward their PERS pension costs, and increasing to 3% in July of 2015. Of
course, all PEPRA employees contribute the required 50% of normal cost, which
currently ranges from 6.5% to 11.5%, depending upon the group. .
The City is presently in negotiation with two employee groups and is looking to enter
into multi-year agreements which provide for PERS pension cost sharing that is similar
to the other classic employees discussed above. All of these agreements, together with
the previously enacted pension reform approved by the City Council/Fire District Board
between 2009 and 2013 (decreased retirement benefits and formulas along with
employee cost sharing) help ensure that Rancho Cucamonga is a leader in controlling
personnel costs. Just as Rancho Cucamonga was one of the first, and still is one of the
few local governments, with no unfunded other post-employment benefits (medical), the
City is looking to aggressively pay down its PERS liabilities whenever possible. The
City Council has made it clear that, to the extent possible, the cost of public employment
should be competitive with and not exceed that of comparable positions in the private
sector.
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Embracing mobile technologies
A major focus this year is the full implementation of the Accela Automation project
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integrating development services of the City. This has required many departments
working together to focus on streamlining procedures both internally and from the
customer's perspective. One of the more noticeable changes involves the City's field
inspection services which will transition to mobile data collection devices and eliminate
paper forms for their inspection reports. This change is expected to significantly
increase productivity and customer service. It will also enhance coordination across °
departments as inspectors and all other development staff will, for the first time, be able
to use a city-wide database shared by Planning, Engineering, Building, Public Works,
Code Enforcement, and Fire both in the office and out in the field via tablet computers o
and the Accela Mobile Office platform. Automated routines on the back-end will greatly
reduce processing time and error. The public will be able to apply to initiate permit o
applications, schedule inspections on-line, and pay for permits over the Internet using Z
Accelerate, the public portal into this same system. Ultimately, the City will be
transitioning to electronic plans submittal for projects later in 2014. LL
Accela joins the many other mobile technologies the City is already using. Whether it is °
an automated GIS application for data collection on needed sidewalk repairs, Fire
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I fiscal Yc,rr 2014 15 l'reliinindr■ I',1_,2 5 L•"Pi
Inspectors collecting field information for weed abatement, or Public Works personnel E
collecting information related to sign replacement, Rancho Cucamonga has embraced
these new mobile technologies which enhance existing productivity and allow us to
keep pace with new requirements without the need to add more personnel or pay costly
third parties to collect the information for us. By the end of this fiscal year nearly all of
our field personnel will be using mobile technology to enhance their jobs. We are also
integrating that same technology and data collection into the software and duties of our
office personnel.
For example, the Fire District has been migrating to Image Trends, a new incident
records management system and will complete that process in FY 2014-15. This
program allows firefighter paramedics to create electronic patient records real time in
the field and transmit that information to the responding ambulance and to the receiving
hospital, enabling better data sharing and ultimately improving patient outcomes. As a
member of the Confire dispatch JPA, the Fire District is able to take advantage of a new
emergency notification application for Smart phones called Active 911. These phones
have been issued to all primary response units and can receive dispatch information,
including GPS routing faster than traditional paging systems. Finally, the addition of
iPad tablets to the department enables crews to forego costly printed map books and
receive updated map and occupancy information in a more timely fashion.
Setting aside funding for capital and infrastructure needs
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Once a city incorporates, it assumes responsibility to repair, replace, upgrade and install
new infrastructure within its corporate boundaries. Although not as high profile and
glamorous as many of the other services in local government, few things outside of
public safety are as critical. And sadly, as we have seen in many local governments
across America, few things have been as underfunded and neglected over the last 15-
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20 years as this area. Rather than wait for a street to decline or a storm drain rupture,
the City of Rancho Cucamonga is proactive when it comes to setting aside funding for
capital and infrastructure needs. One example is the construction of the Base Line / I-
15 interchange project, a $52.6 million project, funded by Federal and State
transportation funds, Measure I funds, and local bond funds. The contract is anticipated
to be awarded by SANBAG on June 4, 2014, with construction to be begin by o
September. Construction will take 2 years to complete and will greatly improve traffic
flow and safety at this critical intersection. Another example is the Wilson Avenue
extension project, a $3.2 million dollar project which will extend Wilson Avenue from 2
Wardman Bullock to East Avenue. This project, which will greatly alleviate traffic flow in
and around the Banyan/East Avenue area, is expected to commence construction in o
Fall 2014 and be finished by Spring of 2015. Z
The FY 2014-15 budget continues the trend started last year with significantly increased
investments for infrastructure replacement:
- - -1SCal Year 101 4 15 I'fc11111111:1r\ l;u 2k:.1 . ;.•;•J
• $400,000 ($300,000 from General Fund monies and $100,000 from Measure I E
funding) in spending is recommended for concrete replacement, which stood at
$200,000 (Measure I funding) in FY 2012-13. These funds will help ensure the
City not only stays on top, but starts to get ahead of, replacement of aging
sidewalk infrastructure.
• $260,800 is included in the Capital Improvement Project budget to begin the
process of filling in missing pieces of sidewalk, which the City cataloged over the
last several years.
• $500,000 is budgeted for the tree maintenance contract, which was increased
from $300,000 in FY 2012-13. This will help provide for increased trimming
frequency for our significant, mature, and expensive urban forest.
• The City will be spending $4,200,000 in Gas Tax and Measure I monies for city-
wide street repaving and/or replacement projects to ensure that we maintain our
local streets at no less than a 79% pavement condition index and make progress
toward our goal of an 85% level.
• Nearly $1.4 million in funds are budgeted for railroad crossing improvements on
Arrow and Hellman Avenue respectively, along with over $1 million in traffic
signals and traffic management technology upgrades throughout the City.
As additional funding becomes available in the future, staff recommends that these
investments continue to be incrementally increased so that Rancho Cucamonga does
not encounter the level of infrastructure degradation, and the resulting problems that
accompany that degradation, as has occurred in some neighboring jurisdictions. Ta
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Creating a new Economic Development Plan, strategy and supporting culture
The FY 2013-14 Budget first began the effort to create a new Economic Development
Plan and strategy for the City. This plan/strategy, expected to be completed in FY o
2014-15, takes into account the loss of redevelopment while recognizing both the
changing nature of the marketplace as well as the City's transition to an in-fill and more
urban community. In this global marketplace in which we all live, competition is less
about trying to do everything better than your neighbor, and more about finding those
unique niches and opportunities where we each excel. Local economic growth will truly
only happen when regions survive and prosper together. In Los Angeles County there
are the San Gabriel Valley and South Bay regions; Orange County has North Orange o
County and South Orange County. One of the emerging regions in San Bernardino
County is the Western Inland Empire, which encompasses Fontana, Rancho v,
Cucamonga, Ontario, Upland, Montclair, Chino, and Chino Hills. The City's new o
Economic Development Plan proposes to look at this regional approach and capitalize
on those opportunities for Rancho Cucamonga to highlight its diverse assets including
its own municipal utility, a wide variety of newer housing stock, excellent school
systems, outstanding shopping and dining opportunities, and good access to freeways, LL
railroad corridors and a neighboring airport.
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Developing a new post-redevelopment Economic Development Plan and strategy by g
itself is not nearly enough. One of the key lessons in the demise of redevelopment was
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I i�ral YLar 201-1 15 PrL•limin;u\ liut.l4et l'ci��C 7 •••
that the task of economic development, including business retention, attraction and E
creation, is not the job of a select few individuals. Indeed, the story of human history is
that our greatest successes are those where large groups of individuals have pooled
their collective efforts, with the end result far greater than the sum of all the individual
parts. Along with a new Plan and Strategy, Rancho Cucamonga is moving to create a
culture where all employees and officials understand that economic development is not
confined to a specific person's job; it is everyone's job to assist new and existing
businesses to create an economically sound and diverse community.
We recently recreated our Business Visitation Team, which is now composed of some
two dozen personnel in all different departments. The goal is to visit our top sales tax
generators, top employers, Fortune 500 companies, and long tenured businesses to
build those relationships and assist them with whatever their business needs might be.
This is just one example of our new and renewed focus on assisting businesses to
create an economically sound and diverse community.
Even though it will take decades to rebuild the lost redevelopment reserves which were
taken by the State of California (to balance its budget) when Governor Brown eliminated
redevelopment, the City Council continues to focus on the long-term financial stability of
the organization without waiver or hesitation. Due to the receipt of one-time revenues,
budgeted reserve funding and expenditure savings, the City was able to slightly improve
its reserve funding at the end of FY 2012-13 by 7% as compared to the end of FY 2010-
11.
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The importance of incrementally adding to reserves cannot be overstated. With the
elimination of redevelopment in 2012, the City of Rancho Cucamonga lost over $197 0
million in reserves that had been accumulated over a 20+ year time span. While some
of these reserves were for specific projects, others were for facility replacement. These o
reserves will obviously not be replaced overnight; however, it is a positive sign that the
City has immediately begun the process of rebuilding those reserves. The FY 2013-14
budget represented the first budget in the City's history in which $508,680 was
specifically budgeted to go into reserves. For FY 2014-15 the City is setting aside
$607,480 to go into reserves, thus continuing incremental progress toward our goal of
setting aside $1 million per year into the reserves. If additional one-time revenue
becomes available during the year, it will be added to the aforementioned amount. It is o
these types of activities, among others, that have contributed to the City's current credit
rating of AA, and why we remain optimistic that with continued fiscal discipline, that
credit rating will improve.
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Revenues and Expenses - local economic outlook
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"The future is uncertain but the end is always near." — Jim Morrison LL
An economic recovery, which began early in the FY 2013-14 fiscal year, is clearly under
way now. Unemployment, which hit a high of 9.3% in the City in 2010, is now down to 0
6.0% as of April 2014. As unemployment drops and job growth picks up, the City's
I , ,' j '
;cal Year :( 14 15 PrLlininin F . ti
revenues, which are largely based on sales taxes, will rise accordingly. Revenues have
it
begun recovering from the Great Recession, but ironically, that recovery is a more
normal gradual incline rather than the artificially high increases of the 2005-09 time
period . As we clearly enter a period of growth and recover, however, we must not lose
sight of the lessons of the Great Recession. Economic growth cycles are finite. g
Artificial bubbles, whether technology or real estate, can and do happen. Environmental g
and economic disasters are always right around the corner. It is appropriate that we
plan for and create a better future, but keep in mind that things can change in the blink
of an eye and we should never run so close to the edge, on revenues or expenses, so
that we cannot adapt to unforeseen changes.
The City's total General Fund revenue from property taxes, property transfer taxes,
sales taxes, transient occupancy taxes and franchise fees on gas, electric, refuse and °
cable is estimated at $56.3 million for FY 2014-15, which is finally equal to its peak of
$56.3 million in FY 2007-08. While we are glad to see this rebound, it is a sobering
thought indeed to ponder the fact that revenues took seven (7) full years to recover,
while during that same time period, prices for utilities, fuel, health care and retirement
continue to rise on average 1-3% per year. Property taxes [including property tax in-lieu
of vehicle license fees (formerly known as VLF) and property transfer tax] for FY 2014-
15 are estimated at $20,795,540, primarily on the resurgence of the residential market
which is recovering strongly in Rancho Cucamonga. New home construction has also
begun to pick up. In the last 12 months, the City has approved permits for over 375
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ew single family homes and at least as many new multi-family homes. Other
construction activity is increasing also, which will improve assessed values but also add
jobs in many cases:
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• The Planning Commission is considering a 102,540 square foot mixed use .
project consisting of four (4) buildings on a vacant parcel of 30.3 acres on the
s
west side of Haven at Civic Center Drive.
• Goodman Birtcher, one of the largest industrial developers in the world, is
breaking ground soon on a major project of two industrial buildings at Etiwanda
Avenue and Arrow Route which will total over 1.6 million square feet of
.
warehouse space. Part of this expansion includes connecting to RCMU where it >
is anticipated that with electric loads of between 1 and 2 megawatts, these will be `
some of the largest electricity users in the City. g
• Lewis Operating Corp is going through design review for a new detached w
townhome project consisting of 173 units at the southeast corner of Haven
Avenue and Church Street. Z
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• Earlier this year food producer Hillshire Brands joined Evolution Fresh, Frito Lay
and Mission Foods and leased a new 76,000 square foot building in the City,
adding to its existing portfolio of a 45,000 building both to be used for light a
manufacturing and warehouse distribution. LL
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• Even at the more micro level, we recently saw Climb-It Holds/Hangar 18 expand
their business with the addition of a Hangar 18 climbing gym in Rancho LL
Cucamonga on Hyssop Drive. This will join some of our new micro-breweries g
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I ival Year 2014 1 1'reliminar� I ukl et I' i, ') i ••.••
and internet fulfillment centers which are creating a new renaissance for Rancho
Cucamonga's once dated logistics sector.
Sales tax, which is estimated to be $26,561,740 next year, is still not back to its FY
2007-08 levels and the general retail market, which is where Rancho Cucamonga
derives nearly half of its sales tax from, is still somewhat weak. As an example,
although growth is positive, the City is only expecting positive sales tax growth in the
budget of 1.0% next year. Transient Occupancy Tax has exceeded its FY 2008-09 To-
gross levels, peaking this year at $2,579,170, and a new 126 room Residence Inn Hotel
was recently approved to be located on the southeast corner of Haven Avenue and 6th L
Street. Lastly, franchise fees for utilities are still 8.2% below their FY 2007-08 peak,
even though utility rates have increased. This is clearly the result of both conservation
and the push for people to move to renewable energy. Since January of 2012, the City °
has issued 1,327 permits for solar photovoltaic systems.
While revenues have begun to increase, unfortunately, so too have expenses. Despite
a dramatic reduction in personnel of over 20% from the peak years of FY 2008-09,
pension, reform and employee cost-sharing, there are many areas of expenses where
growth is beyond the City's control, such as utility costs discussed earlier in this
message. Water and electricity have risen by double digits since FY 2008-09, although
the City itself continues to invest in energy efficiency and solar photovoltaic projects to
help mitigate these costs increases. Finally, as noted previously working through
SANBAG, the City has identified three (3) facilities that represent the optimum
76
opportunity for cost effective solar photovoltaic installation. By cooperating with other Q
agencies through SANBAG the City intends to reduce solar installation costs, and
maximize the return on investment by leveraging the power of a large scale solar
procurement. Medical premium increases, which have plagued the private sector as
well, are up over 50% in that same time frame. Accordingly, just as in the private
sector, employees have been asked to pick up an ever increasing share of these cost
increases as the City can no longer provide the same level of coverage it once did. LL
Fuel costs are up 35% since FY 2008-09, although during that same time period the
City has purchased over 48 CNG, hybrid or electric vehicles to reduce our dependence
on fossil fuels. Finally, the City's private sector partners which helped hold costs level
through the recession have now begun to increase their costs for everything from
routine professional services, to landscape maintenance costs, legal costs and many o
other areas.
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Along with cost sharing, the City of Rancho Cucamonga aggressively pursues grant
opportunities to help stretch every General Fund dollar as far as possible. The City has
received $762,600 from First 5 San Bernardino to support Healthy RC programs and o
activities that empower the community and improve the health of pregnant women and Z
children ages 0-5.The Rancho Cucamonga Public Library recently received $16,000
from the National Endowment for the Arts to present the collected works of Edgar Allen
Poe for the 2014 Big Read. The Library was also selected by the California State
Library to receive a grant of $77,000 for partnering with GIS to create maps that help o
the Library better tell its story.
I kcal tl fear 20I4 15 I'rcliminar\ Iiiid c1 I() •.•.,•
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And not to be outdone, the City has received a $3.9 million dollar Proposition 84 grant to
build a park in Southwest Rancho Cucamonga, an area that has no parks. This project,
which will begin in FY 2014-15, is fully funded from the grant. The City's Public Works
and Community Services departments will collaborate during the design phase to create
a new model park which is energy and water efficient, fun to use, accessible for a
variety of groups, and minimizes ongoing operational costs as no previous park has
ever done.
Overall, the City's revenue and expenses have finally returned to approximately the
same levels as they were in the peak year of FY 2007-08. The workforce, however, is
leaner, utilizes technology more, and delivers increased services as compared to the
pre-downturn time period. Nevertheless, fiscal prudence is the watch word of the day. °
We must maintain careful attention to replenishing reserves and balancing special funds
as well as the General Fund, and invest in projects that reduce the growth in expenses
for things like utilities and other hard costs. No longer can we rely on revenue growth to
carry us through. We must reduce expenses, improve efficiency and pay close
attention to the bottom line, just as any private sector business would. 3
FY 2014-15 Budget Changes
Every budget is in one sense a snapshot in time; a representation of the organization as
it exists when that budget was prepared. Unlike a snapshot, which is a static item, fixed
in time that never changes, a municipal budget is an organic document. As bills are
paid, revenues received, and projects begin, the fiscal year budgets change. Typically
those changes occur within a certain fixed corridor or range and, accordingly, the City o
Council is updated every quarter on those changes. As those changes add up to
increasing levels of significance, the City Council receives a twice a year (mid-year and
year-end) compilation of budget changes (revenues and expenditures) for review and
approval. Just like a Mobius strip, the end of each budget cycle is the beginning of the LL
next cycle and the process continues on once more.
The aforementioned comparison is important for a variety of reasons. First and
foremost, because the City does not follow zero based budgeting, the budget cycle
provides the context within which each year's changes can be understood, and o
compared to prior years' budgets. Further, most governmental agencies typically
change incrementally, and the budget cycle displays that incremental change clearly.
Lastly, many of the City Council goals cannot be accomplished within a single given 2
year. Accordingly, those goals are carried over into the following years until complete,
and only in the context of the budget cycle, including available funds and personnel, can
one see the progress toward those goals.
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With the end of the Great Recession, it is critical that the City begin rebuilding its
reserves which were critical in weathering the last economic downturn. Many
economists predict there is a 50% or greater chance of another economic downturn in o
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the next 5 to 6 years. It is not enough to successfully weather the last downturn without
I isurl Yc r 21114 15 l'rL'lirnin;rr■ liudL!L1 1'a 2c 1 1
planning for the next. Reserves must be restored so they are ready for the next time E
they are needed. Reserves lost in the ending of redevelopment must be replaced to
provide for proper capital maintenance.
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The City of Rancho Cucamonga is at a clear transition point in its history. Although g
Rancho Cucamonga is not built out, but more projects are now infill than anything else.
Infill projects are always harder by their very nature than other types of projects. The
City is over 30 years old and some of our earliest infrastructure now needs to be
refreshed or replaced. Further, we can clearly see on the horizon the need to save
funds for the repair, replacement, and rehabilitation of infrastructure built during the
1990's, so that it remains at an acceptable level of maintenance and residents continue
to receive services at the level to which they are accustomed. These new dynamics will a
require different budgeting approaches than the City used in its earlier history. Capital °
construction will be less important; capital maintenance will be more important.
Operating within our fiscal limitations will now have to expand to include a greater level
of reserve funding, and correspondingly a greater level of reserve expenditures, than
has ever been the case before.
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Operations and Maintenance
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One of the key hallmarks of this budget is a significantly increased expenditure for il
infrastructure replacement as already noted in this letter. Increased funding for
concrete replacement and tree maintenance are just part of the story. Keeping up past a
investments in our streets becomes even more important as the City ages, recognizing
that preventative maintenance today (such as slurry seal or overlay projects) helps o
prevent the need for street reconstruction at an exponentially higher cost later. Projects o
are prioritized using our pavement management system and data on street conditions
as measured by the Pavement Condition Index (PCI). The PCI is a measure of
pavement condition and ranges from "0" for a pavement section that is in a failed LL
condition, to "100" for a newly constructed or paved section that is in excellent
condition. The City utilizes Gas Tax revenues to routinely conduct pavement
preservation techniques such as slurry seals and thin asphalt pavement overlays to
maintain a good to excellent PCI rating. Rancho Cucamonga has, and will continue to
budget millions of dollars each year to maintain, and indeed improve, our PCI. o
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But the FY 2014-15 budget includes more than just funding to maintain our existing a w
infrastructure. It also includes projects to upgrade and improve as well as add new z
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infrastructure Also proposed in the budget are two new traffic signal installations,
continued upgrades to left turn phasing, and an upgrade to the City's traffic o
management center and software/hardware. The City is proposing to install sidewalk Z
improvements at Etiwanda Creek Park to facilitate ADA access and replace the roof
here at City Hall; together, those two projects will cost $1,000,000. Two utility
underground projects, one on Arrow Route from Bear Gulch to west of Archibald which o
is in the design phase and one on Base Line Road from Carnelian Street to Vineyard ._
Avenue which is in the construction phase, are included in the FY 2014-15 budget.
Fiscal Ycar 201-1'15 Prcliminar■ Budget PaLl 12 . •;:
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Finally, in addition to the previously mentioned lighting and landscape efficiency projects E
at the Civic Center, the last of the design work for initial Phase 1 tenant improvements o
intended to allow preliminary occupancy and activity prior to final construction of the 2nd
Floor Rancho KIDS project at Biane Library is proposed.
Personnel
"Yesterday is gone. Tomorrow has not yet come. We have only today. Let us begin."
— Mother Teresa
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Succession planning is an oft talked about goal. All too often, however, the goal is given
mostly lip service. Everyone talks about planning for tomorrow, but when does the hard
work really begin? The City Council tasked staff with working toward a comprehensive °
succession plan, starting with the City Manager, back in FY 2005-06. As the
organization began its first efforts in earnest, things were greatly disrupted by the Great
Recession. During the period from 2007 through 2012, the City of Rancho Cucamonga
reduced personnel by 110.5 Full Time Equivalent Positions. Services were not,
however, reduced accordingly. Maintaining core services was accomplished through
greater use of technology, including tablets and portable computing devices, improved
data collection and synchronization through automation, use of video and other devices,
and other hardware and software improvements. Reorganization and restructuring of
personnel throughout the City and Fire to improve work flow, responsiveness and
customer service has also been part of this effort. Last but certainly not least has been
increased work load, broader range of assignments and greater breadth and depth of
Q.
responsibilities for all personnel. Although many of these changes are permanent,
some were only temporary in nature and cannot be sustained over the long-term without
greater investment in the City's single most valuable resource, its human capital.
Along with the changes in how work was accomplished, the Great Recession brought
about changes in who accomplished the work. Prior to that time, more than 70% of the LL
City's work force was from the Baby Boomer generation and was anticipated to retire in
5-10 years. Although the recession slowed and may have affected these plans,
nevertheless, as things have returned to a more stable economic situation, the
increasing trend to retirement among many key senior members of the City's work force
has once again resumed. The City has more than 200 employees (Baby Boomers and o
some Gen X'ers) who will reach the minimum retirement eligibility age in the next 5-7
years. Much of this turnover is at key middle and senior level positions. In addition,
many of the supervisors, managers and department heads who are not Baby Boomers
but are nevertheless only a few years behind and potentially could retire in 7-12 years.
As the City examines these trends it becomes increasingly important to focus on clear
succession planning as well as opportunities for upward mobility and training/mentoring
lest the City become simply a training ground for other organizations as well as a high LL
turnover organization with little personnel stability, as has become all too common
among less successful local government organizations.
In short, if the City is going to prioritize succession planning, this is a key time in which
the hardest work must begin so we are truly ready for the changes that will soon arrive.
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I kcal Year 2014 15 I'rclin1in:ir\ l tIJ L'L 11,g1k. 1 ; L••,
All of the easier, preliminary changes were made during the last two fiscal years. FY E
2014-15 is the critical year in which the City must focus on re-organization of
department personnel structures in a comprehensive manner that reflects current and
future service needs, including refilling of critical, but vacant, positions that are
necessary for long term viability. As we begin to prepare for the future and create a path ;?
to success, the City's focus is on re-organization of departments to ensure succession
planning as our older employees move into retirement. Additionally, some of the
reorganization and related new positions are intended to address ever increasing
demands related to infrastructure maintenance, span-of-control, oversight, and
management concerns.
a
Made possible by modest, sustained revenue growth, the FY 2014-15 budget begins to
restore and improve services to our community, which means making strategic °
personnel decisions in areas where we will leverage the most benefit for each payroll
dollar spent. Rather than simply restoring what was lost over the last several years, we
have sought to re-engineer our processes and staffing models to get the best return on
our investment, and better meet the changing needs of our community.
To accomplish this goal, a new process was implemented this year. An internal review
board was created to study the opportunities, constraints, and changes proposed by
each department and make recommendations to the City Manager regarding priorities.
The review team looked holistically across departments in considering all these
changes, with the goal of minimizing growth of the full-time workforce and prioritizing
those changes that improved services, addressed a critical workload issue, made a
succession planning progress, and were the most cost-effective. The result of this new
process is a set of personnel changes and reclassifications at a total cost of $607,420
including salary and benefits. This expenditure includes the addition of 3 full-time and o
2.5 part-time positions. Of this amount, $37,110 is for minor reclassifications for people ti
operating out of class across all departments. Other staffing reductions resulted in a net
0.
decrease of 4 full-time and 0.4 part-time positions, for a total staffing change for the iz
year of -1 full-time and +2.1 part-time positions. It is important to note that with these
changes the City still remains at more than 110 FTE's fewer than it had in 2007. The
specifics regarding these changes are discussed in each department's section of this
letter at Attachment A.
a
Some of the key highlights include the restoration of vacant and unbudgeted manager
positions in key departments. Partial funding for the Purchasing Manager position will
be provided by downgrading the vacant Senior Buyer position and converting a vacant 2
full-time Office Services Clerk position to part-time. Along similar lines, a vacant Senior
Building Inspector position in Building and Safety will be deleted to provide funding for o
the requested Building and Safety Manager. In Community Services, one Z
Superintendent position is proposed to be restored. Offsetting that cost will be the
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downgrading of the CSD Marketing Manager position. Similarly, with one of the three
Senior Accountant positions in Finance vacant, the proposal is to downgrade the vacant o
Senior Accountant to an Accountant position and create an Accounting Manager. In o
each of these departments or divisions the intention is to create a true number two or(---s-,A4,,..
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Fiscal it Year x(114 15 I'rclilninal.% l tkl_2Ct 1'iw.c 14 L.'.: ]
number three position and a clear path of succession, as well as appropriate span of E
control and internal controls in overseeing multi-million dollar operations.
In Planning, which followed the abovementioned model last fiscal year, it is Y
recommended the Planning Manager position be reclassed to Planning Director and the
full time Senior Planner be replaced with a part-time Planning Manager. Following a
somewhat similar vein, Animal Services is proposing to replace the current full time
veterinary position with two part-time veterinary positions to increase service to the
public from 4 days/40 hours per week to 6 days/54 hours per week and provide better
overall relief vet services without the need to use contract relief vets as frequently.
Engineering is proposing to add a new Associate Engineer in the Traffic Division to
keep pace with the growing demands of this section, including necessary infrastructure
upgrades. Finally, the City Manager's Office is proposing to add a Communications
Manager position which will serve the entire City organization. With the increasing need
to ensure city communications are clear, consistent and have a unified look and feel, as
well as the ever growing demands of social media and real time communication, this
position will unify public information and marketing into a City-wide information program
mirroring the model that is found in other premier cities.
Since the advent of the Affordable Care Act, the City is now required to provide health
care coverage to part time employees who work an average of 30 hours per week or
more. Further, the health care offered has to be affordable given the salary range of the
affected individuals. In order to avoid additional costs of anywhere between $300,000
and $1,000,000 annually, the City chose to reduce most part-time employee hours
below the minimum average of 30 hours per week. The City has also created certain
key skill level part-time semi-benefitted positions designed to attract or retain o
professionals that are seeking part-time work as an alternative to leaving the workforce
entirely to care for young children or elderly parents, or for other personal reasons.
These unique "work-life balance" hybrid positions address the need to retain certain key
part time employees who possess skills in high-demand areas that would otherwise LL
require the City to upgrade to full time personnel or face ever increasing turnover and
recruitment costs. It is also very much in keeping with our Team RC philosophy of
embracing a work/life balance and striving to become the public sector employer of
choice.
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Another significant personnel change is taking place in Community Services. For
several years now, during the economic downturn, staff who were previously funded in
the General Fund were moved to the Recreation Fund (which comes from class 2
registration fees) temporarily. This created a structural imbalance in the Recreation
Fund; however, because there was a healthy fund balance, this was an acceptable o
temporary trade-off. Now that the General Fund is slowly returning, those staff are
slowly being moved back into the General Fund, so that the Recreation Fund can return
LL
to balance, and the City can continue recreation programs and services without further
disruption. Additionally, several positions that were focused on fund development,
including rentals, were allowed to attrit out during the downturn. The FY 2014-15 0
Fiscal Year 2(114 '15 Preliminar■ lluRl,2ct Pa . I L:�;
budget proposes to restore one of these positions which specialized in facility rentals at
Central Park.
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Programs and Services
One of the major cost increases impacting the City's budget is the contract for law
enforcement services with San Bernardino County Sheriff Department. The City of
Rancho Cucamonga has contracted with the Sheriff Department for law enforcement
services since the City first incorporated in 1977. Over the years, as the City has
grown, so too has the law enforcement contract. Regardless of who the elected officials
have been through the years, one fact has remained constant — the City Council has
always placed the highest priority on public safety. This priority, and the services
provided under the contract, have paid dividends as Rancho Cucamonga has matured.
When compared to surrounding agencies of comparable size or population, the City's
crime rate is consistently lower and its costs for law enforcement are consistently less.
The collaborative process between Council, staff and the Police Department to identify au-
and address the law enforcement concerns of our citizenry, emerging crime trends and
existing public safety issues has resulted in a 10% reduction in Part I crimes from 2012.
This process continues to evolve as a result of continuing partnerships between
citizens, public safety, code enforcement and planning.
While crime statistics continue at historic lows, the last few years have seen significant
increases in the Sheriff's contract, unrelated to any significant expansion of resources. .a
In FY 2012-13, the County Chief Executive Officer determined that County was not fully
collecting all of its overhead costs related to contract law enforcement, and unilaterally
increased the County Administrative Cost fee from 3% to 4.76%. This increase resulted o
in over $534,960 costs unrelated to any improvements in services. Automobile liability,
which is self-managed by the County's Risk Management, increased a stunning 68% in
FY 2013-14 because the County determined the self-funded program needed to LL
increase by nearly $1.5 million to maintain an appropriate funding and confidence level.
For FY 2014-15 the target increase was another $5 million for the pool based on
actuarial and claims history. Workers compensation had an increase of 3.7% in FY
2013-14, with another significant increase of 2.8% in FY 2014-15 because it was
determined the County was improperly funding ongoing costs. With the demise of the o
old Ford Crown Victoria, which is no longer produced, the County has switched to new
Ford Explorers that will create a series of multi-year cost increases in maintenance for
the new marked units which are more expensive to maintain each year ($741 per unit). 2
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Perhaps most troubling is a significant increase in pension costs due to the San o
Bernardino County Employee Retirement Association (SBCERA) accounting for the
tremendous plan losses from 2007 through 2009. Particularly in the area of Safety z
Retirement Rates, the cost increase was 6.2% in FY 2013-14 and 3.96% in FY 2014-15
which was only partially offset by some employee concessions the County negotiated
last year. Overall the total contract increase is 5%, or nearly $1,441,720, for the same o
services; however, total law enforcement costs increased $1,405,320.
I kcal 1 car 21)14 15 I'rcliniinar' 13ud c•t I'a I( L• •�;J +.
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The abovementioned cost trend is likely to continue for the next several years.
Preliminary FY 2015-16 estimates are for additional single digit contract increases
including further increases in retirement costs, already negotiated salary increases by
the County, projected increases in workers compensation costs, and continued phase in g
of the new vehicle costs. FY 2016-17 should see these costs level out.
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In order to continually improve services using creative and cost-effective approaches
and to complement existing sworn personnel, the City is focusing intensive efforts on
technology improvements such as our Public Safety Video Network that can leverage
the power of technology to act as a force multiplier. . This has proven to be an
invaluable tool in helping to monitor and address criminal activity in the Victoria Gardens
area. Similarly, we recently added two Bloodhounds to our force of sworn deputies. °
These highly trained and nationally certified dogs are used to search for missing person,
stolen items, wanted criminals and other "lost and found" type activities, thus greatly
reducing the time and manpower that might otherwise be needed. Just in their first few
months of use this year they have helped solve over two dozen crimes for the City.
For FY 2014-15 the City is proposing to add automated license plate readers to our
PSVN at major on/off ramps along the 210 freeway and 15 freeway corridors. These
devices, already in use in other agencies in San Bernardino County such as the City of
Highland, have proven to be valuable force multipliers in solving a variety of crimes
related to stolen property, vehicles and burglaries. 73
Finally, one of the more innovative new programs is a partnership between the Rancho
Cucamonga Police, Rancho Cucamonga Fire District, and Community Services. This o
program will enhance Rancho Cucamonga's public safety initiatives by protecting and o
preserving park and open space areas, enforcing regulations and providing community
education through the use of non-sworn personnel. While our parks are generally safe,
segments of the population expressed concerns about park safety during our IL
community engagement process for the Community Recreation Needs Assessment and
outreach related to our landscape maintenance districts. We know that last year the
Police Department received over 1,000 calls for service related to the City's parks, open 0
spaces and trail areas. Using GIS technology to focus efforts strategically, this pilot
program will use two part-time, non-sworn Park Rangers as a cost-effective means to 0
enhance public safety in our most heavily used parks, as well as along the Pacific- w
Electric Trail and the Cucamonga Canyon area. Working closely with the Police a
Department and Fire District, the Park Rangers will act both as first responders for 2
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some low-priority calls for service as well as provide proactive park patrol and regulation
enforcement, with the goal being to reduce calls for service to sworn personnel and o
provide additional eyes and ears in and on our parks and trails. This will provide for an a
intermediate option to handle many of the more common calls, without pulling away Z
community service or parks maintenance personnel from their duties, and without
having to call a police officer in every instance. The pilot program will allow for the o
effectiveness of the program to be evaluated before a broader program is considered in o
future years.
le Fiscal "'car 2.(114 15 I'rcliminnr' I;u(l12ct I'a2c 17 L•\ J x
.. . -10-0
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Beyond public safety, one of the other programs and services that significantly impacted
the City's budget in recent years was maintenance and security of the Metrolink parking
area. In FY 2013-14 the City spent approximately $237,000 to maintain this area. By
way of comparison, however, a recent survey found that only 43% of the riders were
actual Rancho Cucamonga residents. Accordingly, the City has sought ways to have
Metrolink riders offset some of these costs, which led to the establishment of a paid
parking program at the Metrolink station beginning in FY 2014-15. Metrolink parking
revenues are projected to offset these costs by approximately $206,000 the first year.
Awards
Inherent in any budget is the question of return on investment. There are many ways to
measure return on investment and the City puts out a regular Annual Report at
http://www.cityofrc.us/residents/pub/rcannual.asp with many performance metrics that
indicate activity levels in each department. If you haven't seen the document yet, I
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would strongly urge you to take a look as it is a revealing look inside the activity of local
government. We are also working on some enhancement for that document which we
hope to be able to share in another year.
Beyond performance metrics, there are many other measurements that indicate return
on investment. As alluded to earlier in this message, the City's property values held
strong through the recession and now are rising once again. New development activity
is increasing substantially. Crime rates are decreasing. And during the last year, the
City was the winner of a number of prestigious awards and recognitions. What awards,
you say? Well I am glad you asked. Here is just a partial listing: o
P_
• The Rancho Cucamonga Public Library was recently award the National Medal
by the Institute of Museum and Library Services, which is the highest honor any
public library can receive in the United States
• This past year, the City's Healthy RC initiative was ranked #1 by First Lady
Michelle Obama's Let's Move! Cities, Towns and Counties o
• The California Public Information Officers awarded the Healthy RC Steering
Committee an Award of Excellence and the GIS On-Line Armed Services Banner
Program and Award of Distinction. o
• The California Parks and Recreation Society awarded Freedom Courtyard the
Award of Excellence in the Park Planning category.
• The Inland Empire Economic Partnership awarded Rancho Cucamonga the Red o
Tape to Red Carpet award for our Solar RC Program which streamlined the
process to add solar to homes and businesses in the City.
• Rancho Cucamonga was highlighted in the SANBAG Business Friendly
Economic Development publication for the Rancho Advantage Program, Fast
Track Entitlement Process and the Economic Development Electrical Rate
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Program.
• For the fourth consecutive year, Rancho Cucamonga was awarded a Playful City °
USA designation for its commitment to creating opportunities for play.
Ikea] Year 21)14 15 I'rL l lllllllnr\ l t! I Lt I';1LL I` •
L• ••�I.
• Rancho Cucamonga was awarded a Bronze Level designation as a Bicycle
Friendly Community, the first and only city in San Bernardino County to receive
this recognition.
• The Rancho Cucamonga Municipal Utility (RCMU) received the 2014 Resource
Efficiency and Community Service Award from the California Municipal Utilities
Association. The award was given to RCMU for the Renewable Energy Play and
Learn Island Project located at the Biane Library at Victoria Gardens. The Project
has allowed children and families visiting the library to learn more about
importance and origins of renewable energy in alignment with the City's
renewable energy goal and the Healthy Earth component of Healthy RC.
Special Events
No other single event in Rancho Cucamonga attracts as many people, in as short of a
time, as the Holiday Light display on Thoroughbred and Jennet Streets in the northwest
portion of Rancho Cucamonga. Although not a city sponsored event, the
spontaneous decoration of houses on these streets with a tremendous display of lights
and decorations has grown far beyond the local event it was 20+ years ago and now
receives regional media coverage, drawing visitors from over 50 miles away. In 2012,
City staff counted an average of 1,241 vehicles each weekend night and approximately
921 cars each week night over the course of a three week period of time. Visitors on
foot park as much as 1.5 — 2 miles away in order to see the event. The Holiday Light
display affects an area generally bordered by Hillside on the north, Hellman on the east,
the 210 freeway on the south and the city limits on the west.
After an in-depth study of all the issues involved, and analyzing dozens of possibilities
including preventing vehicular access, preventing pedestrian access, trying to provide
parking and shuttle facilities for visitors, and ways to recover the costs to the City to
manage traffic control, public safety, and public right-of-way clean up, staff LL
recommended in FY 2013-14 that the City establish specific funding for Thoroughbred
costs in the Public Works and Police Department budgets so the costs of managing this
event do not interfere with regular duties. These costs were initially funded at $89,500
and it is recommended that it be adjusted slightly to $85,000 for FY 2014-15. This
funding, although partially offset by ticket revenue, represents the costs to manage this o
event and maintain public safety. As staff manages the event impacts this year we will
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be able, with the additional resources, to better control the hours it is open to a
pedestrians, better control the impacts of home vendors in cooperation with the County, 2
better control traffic impacts, including parking, with more dedicated law enforcement
resources, and ensure that if a public safety emergencies occur, they can be responded
to in an appropriate and timely manner. Z
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Along with the Holiday Light Display, another growing special event in Rancho
Cucamonga is the hiking season in Cucamonga Canyon. Typically associated with the
Memorial Day through Labor Day time frame, access to and use of Cucamonga Canyon
and Sapphire Falls has grown tremendously in the last several years. During the busy
Fiscal Year 2014 15 Prclnnlnar\ - Pace 19 ��•;� l
•
times, several hundred people a day may visit this local natural attraction. Few of them
unfortunately realize that Sapphire Falls has been closed for going on two years now,
partly due to fire danger and also the tremendous environmental degradation caused by
the crowds of people. Vandalized by graffiti to the point of being unrecognizable, and
covered in trash strewn by visitors ill prepared for the hike and rough terrain, the City
and Fire District have partnered with the US Forest Service and local volunteers to
clean this area up and manage the impacts on adjacent neighborhoods. The
Cucamonga Foothills Preservation Alliance is a local non-profit which is affiliated with
the Rancho Cucamonga Community Foundation and has a goal of cleaning and
preserving the Cucamonga foothills. These dedicated volunteers have hauled out over
150 bags of trash, removed unsafe ropes, installed guard rails and sandblasted graffiti
from rock walls. For its part, the City now budgets $45,000 in dedicated overtime and
other funds for Public Works and the Rancho Cucamonga Police Department to patrol
and maintain this area; the Fire District spends additional resources on emergency
rescues in the canyon each year. Whether it is issuing cites for parking in permit
parking areas, enforcing the City's new paid parking zone on Almond, picking up trash,
installing signage and enforcing no trespassing and forest closure areas, this effort has
now reached a level of significance to enable it to have dedicated funding.
Strategic Goals
There are a number of longer-term strategic goals that the City operates under as it
develops work programs, strategic plans, and long term goals and objectives. These
longer-term strategic goals are evaluated and updated each year in January by the City
Council at a special all-day workshop. The goals are then formally adopted for that
calendar year as City Council Goals. Under each goal are a series of objectives, many
of them multi-year objectives, which specify how each goal will be realized. The full list o
of 2014 City Council Goals and Objectives can be found at the end of this Budget
message as Attachment A.
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The main overarching goals for 2014, however, which City staff used to guide the
development of the FY 2014-15 budget, are:
• PUBLIC SAFETY — Proactively develop public safety programs and facilities to
meet community needs.
0
• PARKS AND RECREATION DEVELOPMENT — Proceed with planning and
development of major parks and recreational projects.
• ENHANCING PREMIER COMMUNITY STATUS — As the community matures,
undertake programs and projects to enhance Rancho Cucamonga's position as
the premier community in our region. LL
L1.1
• MID AND LONG RANGE PLANNING — Develop mid-range and long-term goals
and vision for the City. o
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-11,61A Mc rtig51.41 fee Fiscal it Year 'Ol4 15 I'rcliminar\ I�tLd �1 I',i_�e 2O L.' :d
• OTHER — Engage in the multi-year process of revising and/or implementing E
major City documents and systems.
In addition to the City Council Goals, the key guiding principles for staff in developing
and providing services, programs, goals, objectives and a budget document that
corresponds to all of those elements, are the Vision Statement, Mission Statement and
Values for all City employees. Collectively, the City employees are referred to as Team
RC which reflects the value and emphasis the City places on teamwork as the desired
mode for delivery of services. Team RC has adopted a Vision and Mission Statement,
as well as Values, all of which have been approved by the City Council. The Vision
Statement, Mission Statement and Values are:
Vision Statement
Team RC exceeds expectations of those we serve with pride in the delivery of quality
services and programs in an environment of employee excellence and innovation,
empowered by inspired leadership, opportunity and a collaborative spirit.
Mission Statement
Team RC delivers superior service to all who live, work and play in our community.
Values — S.P.I.R.I.T.
SERVICE: We are committed to providing a superior level of services and going above
and beyond individual duties to better serve both fellow team members and the
community. o
PEOPLE: Our respect for each other is demonstrated by empowering and valuing one
another while also encouraging personal growth and enhanced health and wellbeing. LL
We embrace a healthy life/work balance and are continuously striving to ensure the
highest quality of life for our employees.
INDIVIDUAL EXCELLENCE: Individual excellence is achieved through recognizing
workforce strengths. It is fostered through individuals who possess a strong work ethic, o
sense of pride and commitment, and who value honesty, integrity and personal growth.
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RANCHO WAY: The Rancho Way is fostered through maintaining a high level of
professionalism, producing quality work products and striving to retain the public's trust
through fiscal discipline and accountability.
INNOVATION: Embrace and appreciate technology; use technology to bring innovation LL
and a creative spirit to our current work and to help anticipate the challenges of
tomorrow.
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I kcal Ycur ?()14 15 I'rclin�inar■ 13u�1 cl I'a;,le 21 L.•�,•� "
•-••
TEAMWORK: Teamwork is encouraged and reinforced through collaboration,
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communication and leadership at all levels. Unwavering unity, common goals and a
positive attitude are embodied by all.
Operating Budgets
F-
The operating budgets in Rancho Cucamonga are comprised of the following:
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• City General Fund
• Fire District Operational Funds
• Library Operational Fund
In addition, the complete City budget includes other special funds such as the various
special districts funds, developer impact fee funds, and grant funds. Many of these
funds are restricted from use for general municipal operations.
Operating Budget Comparisons
City General Fund. The City General Fund budget, which supports the majority of City
services, is made up of a number of major revenue sources. General Fund revenue for
FY 2014-15 is projected to be $69,162,990, which is $3,922,500 or 6.0% higher than in
FY 2013-14. The City General Fund's top seven revenues include the following and To
represent 81.1% of total revenues:
• Sales Tax
• Vehicle License Fees (VLF and Motor Vehicle In Lieu)
• Franchise Fees
• Property Tax (includes post-RDA property tax and property transfer tax)
• Development Fees
• Business Licenses
• Transient Occupancy Tax (TOT)
The most significant revenue source in the City General Fund is sales tax. Sales tax,
which represents 38.4% of total General Fund revenues, continues to grow, but at a g
very modest rate, indicating that prudence and vigilant monitoring is key. The sales tax
forecast (including Prop 172) for FY 2014-15 is $26,561,740, which is a $260,570 or 1%
increase over FY 2013-14. o
Vehicle License Fees and Motor Vehicle In Lieu fees have increased $127,210 or
approximately 1% from FY 2013-14 primarily due to slight increases in the City's
assessed valuation. Franchise fees have increased $368,480 or 6.1% from FY 2013- w
14, primarily due to increased utility rates, rather than any significant growth in LL
residential units. Property Tax revenues have increased modestly overall by $233,280
or 4.1% from FY 2013-14 due to the County's annual inflation adjustment combined with S
new secured properties being added to the tax roll and positive home buying activity.
�_.� ..
Fiscal fear 2(14 15 I'rclit»inar% liuf �t I'a��' ,� L.•�.-J
Development fees have increased $1,083,130 (excludes special services fees) or E
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37.9% from FY 2013-14, driven primarily by increased development activity throughout
the City.. Business License revenues are anticipated to remain at their FY 2013-14
Adopted Budget level. The Transient Occupancy Tax has increased $454,470 or 21.4% E
from FY 2013-14 driven by strong occupancy rates of nearly 81% citywide. With the E
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recent Planning Commission approval of a new 126 room business class hotel at 6th
and Haven, this revenue source gives reason for continued future optimism. Overall, To
most of the City's key revenues continue to grow, albeit at conservative levels, which is
to be expected in a mostly built out environment. The days of large growth and
significant annual increases are not likely to recur again.
The City is continuing the process of slowly building up its use of operating revenues for
things like street and sidewalk maintenance, asphalt and concrete repair, tree trimming,
and other key infrastructure maintenance operations. The City has reached a point in
its development where it is no longer growing significantly, and what was once new has rp
now become mature. Prudent and regular replacement and repair of infrastructure, oi
including facilities and landscaping, is required in order to ensure that as the City ages it
does not develop a backlog of deferred maintenance from which it can never catch up.
Included in the FY 2014-15 Preliminary Budget is the planned use of the Animal Center
Operations Reserve to provide additional funding for spay/neuter special programs and m
to partially offset the cost of one Animal License Canvasser. It is also anticipated that
$216,000 will be utilized from the Sphere of Influence Reserve primarily to provide one- To
time funding for an EIR related to the future annexation of the 1,800 acres at our Q
northern boundary.
Changes in Operating Budget— City General Fund o
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$75,000,000
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$70,000,000 I?ME 1-Mill ,
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$65,000,000 1 , , ' 0
$60,000,000 pi I I . . I . , I I >.
$55,000,000 U
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$50,000,000 I , , , , , , , , , '
$45,000,000 a
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I kcal Year 201-4 15 l'reliniinarN l tid1_et I'aLi L.:1 I _. . -
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Reduction in Usage of Reserves — City General Fund E
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$1,400,000 .4 `_
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$1,200,000 v°
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$1,000,000 —
$800,000 g
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$600,000
$400,000 - — -- ...
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$200,000
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
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• Economic Circumstances Rsry ❑Interest from Fund 025
❑Insurance Reimb from Fund 025
Fire District and Library Funds. The principal revenue source for the Fire District and
Library budgets is property tax. Property tax revenues are more important to the Fire
District and the Library as their respective shares of each property tax dollar, including
statutory pass-through agreements, are greater than what the City General Fund
receives. This is because, as a post-Proposition 13 City, Rancho Cucamonga is a low
property tax city.
The Fire District General Fund Property Tax revenue has increased by $1,986,300 or o
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10.6% from FY 2013-14, due to the County's annual inflation adjustment combined with
new secured properties being added to the tax roll and positive home buying activity. tj
Additionally, a larger percentage of the post-RDA property tax revenues are being LL
allocated to the Fire General Fund resulting in a corresponding decrease in these
revenues being allocated to the District's Capital Reserve Fund. The same strong fiscal
discipline that was in place originally, when redevelopment pass-through dollars were
z.
set aside for future capital and facility replacement, remains even after the dissolution of
redevelopment. The Fire District is contributing nearly $1,770,000 into reserves during o
FY 2014-15 to pay for future capital equipment, facility maintenance and other needed u
capital and facility infrastructure growth and replacement. Due to the additional a
revenues being received from the former Redevelopment Agency, the Fire District is 2
continuing the fee suspension for its Inspection Program that was established in the
prior year. This program, which was approved by the City Council/Fire Board in April o
2013, assists the business community by not collecting fees for basic fire permits and Z
initial inspections. This reflects the District's strong commitment to economic z
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development in Rancho Cucamonga.
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Property Tax revenue for the Fire District's two Community Facilities Districts (CFDs) o
remained relatively constant compared to FY 2013-14. However, the revenues for CFD
fiscal Year 2(114 15 Preliminary I�udI,_�et Paw�e 24 IL••: j
85-1 decreased approximately 2.9% due to the completion of tax roll adjustments that E
were being finalized at the end of the prior fiscal year. Even with these adjustments, no
increase in CPI was required for either of the CFDs. This reflects the District's 8
commitment to maintain CFD rates without CPI increases to the extent practical. It is y
anticipated that CFD 85-1 will utilize $897,820 of reserves to fund the operational
budget for FY 2014-15, as the District continues to realign its revenues and
expenditures to the new post-redevelopment norms. See additional discussion below
under "Operating Budgets Analysis."
Changes in Operating Budget— Fire District
$32,000,000 I °
$30,000,000 I ,
$28,000,000 I . I
$26,000,000 111 • ■• ••• 111$24,000,000 I • III$22,000,000 I' ■ • • •
$20,000,000 ,
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2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
•Fire District Operating Budget
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Reduction in Usage of Reserves — Fire District General Fund
$350,000
$300,000
$250,000
$200,000 Y
$150,000 °
$100,000 Q
$50,000
$- o
2007/08 2009/10 2011/12 2013/14
• Use of Fire District Operating Reserves w
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I ikcal Year 2(114 15 I'FL'liilllnar\ I'auc 25 ••;;
The Library's Property Tax has increased $129,220 or 3.8% from FY 2013-14. The FY
2014-15 budget continues to include the statutory pass-through payment from the
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County, formerly paid by the now dissolved Redevelopment Agency.
Changes in Operating Budget— Library Fund
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$5,000,000 0
$4,500,000 Or
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$4,000,000 I r rn i i N
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$3,500,000 1 1 1 1 1 1 1
$3,000,000
2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
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• Library Budget
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Operating Budgets Analysis
The economy continues to improve, however, in Rancho Cucamonga the growth is
occurring at a slow and steady pace. This is consistent with what would be expected in
a built-out community and bodes well for long-term sustainability. The following are o
recommendations for the FY 2014-15 Operating Budget:
s
• City General Fund Budget. Overall, the FY 2014-15 General Fund Budget is .-
$69,162,990 and for the third year in a row does not require the use of General
Fund reserves. The operating budget represents a $3,922,500 or 6.0% increase
from FY 2013-14. The Police Department's budget increased $1,405,320 overall
due primarily to increased public safety pension and labor costs as well as
changes in workers compensation. The budget has dedicated $607,480 to go 0
into the City's Capital Reserve as part of the City's ongoing commitment to set u
aside funds each fiscal year for capital expenditures
Z
• Fire District Budget. The recommended FY 2014-15 operating budget for the
Fire District is $31,274,530. This is a $2,680,280 or 9.3% increase over FY o
2013-14. The budget is balanced without the use of reserves for the Fire Z
General Fund; however, reserves in the amount of $897,820 will be used for Z
CFD 85-1 to offset revenue reductions mentioned above. The draw-down of =
i-
CFD reserves for the second year is part of the larger effort to realign Fire District o
revenues and expenditures in light of the new post-redevelopment revenue o
norms. The budget also incorporates fixed operating cost increases such as
risral Year "2(►14 15 Prclimillar\ i3ud ei I'a c 26 -- . L.:if]
insurance and communications, and redistributes operating expenses in various
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areas.
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• Library Budget. The FY 2014-15 Library budget is $4,222,020 which represents
an increase of $83,830 or 2.0% from FY 2013-14. Similar to the Fire District, g
Library revenues are primarily property tax related. g
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1-
City Operating Budgets To
City General Fund, Fire District Funds and Library Fund
Animal Care Building&Safety
Governance o
Fire &Sery ices 1.79% Admin.Services 42% Community 2.87% 10.42% Development
0.18%
Community �°
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4.47% a
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Engineenng
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Services °0
1.96% m
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Public Works
Police Planning Services a
° Library' 1.98% 9.40%
30.35/° To
4.03% 'n.
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Special Districts
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There are thirty-eight special assessment districts in the City: eight Street Lighting
Districts (SLDs), eleven Landscape Maintenance Districts (LMDs), two Assessment iz
Districts, fifteen Community Facilities Districts, one Benefit Assessment District, and
one Park and Recreation District. These districts play a key role in the City's budget.
Rancho Cucamonga is a post-Proposition 13 City, having the dubious distinction of 8
being one of the first cities to incorporate after Prop 13 was approved by the voters.
Unlike many adjacent local governments, which are far older have property tax rates o
between $.15 and $.20 per dollar of property tax collected, the City collects only $.05 o
o
per dollar of property tax. This amounts to roughly $6.4 million annually and is shared
between the City General Fund and the Library Fund. 2
Z
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Obviously with a $69 million General Fund budget, most of the expenses are not o
covered by property tax. In fact, in Rancho Cucamonga's early days, a key decision Z
was made to have new development pay its own way. Thus, whether it was Z
infrastructure such as streets, new parks, trails or other public improvements, virtually
all new development in the City was part of one or more special districts created to help o
ensure that sufficient funds, over and above property tax, were collected to fund police, o
se A . .
„,„,„.., .
j Fiscal fear :( 1- 15 Prclinlinar\ I u�l,_ct Irawk.. 27 L. : .
library, community services, public works and the many other general fund services of
the City. L
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Most of these districts were created prior to Proposition 218 in 1996, and thus have no 0
index to adjust for rising costs. In the early years, the City Council would review each E
district's budget annually and if necessary adjust assessments by small incremental
amounts to keep pace with expenses. Once Prop 218 passed, the ability to increase
rates now rested with the property owners who paid the assessments in each district.
Without an index to adjust for rising costs, many of these districts were fiscally stable
only so long as they were growing and adding new properties. That growth has largely i
ended and the City is now mostly built out. As a result, in recent years many districts E
have started to show significant signs of financial stress. In order to ensure that each
district can remain financially self-sufficient, staff has brought forward plans to
systematically address these problems in the troubled districts.
Over the last several years, LMD's 2, 4R, 6R, and 8 have been studied to update their
rate structures and put in place new formulas that provide for modest increases in costs
over time. Ultimately, property owners approved increased rates in three of the four 3
districts (2, 4 and 6), and did not approve new rates in another district, resulting in
maintenance reductions in that area (LMD 8). In terms of single family rates, LMD 2
went from $420 per year before the assessment increase approved by the voters to
$462 per year after the increase. LMD 4R had a similar increase from $252 before the
assessment increase was passed by voters, to $380 after the increase passed. Even
LMD 6R, one of the smaller districts with only 1,300 properties, went from $247 to
$390.65 per year. Ultimately, the majority of over 111,800 property owners in these
three districts chose to increase their assessments in order to maintain and preserve T
0
the many public amenities that contribute to their property value. .
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At the conclusion of the LMD 2 ballot process in June 2013, staff immediately began
work in the next challenged area, broadly defined as the West-side Districts, where PD
85 (Heritage and Red Hill Parks), LMD 1 (8 parks and various green spaces/trails), and
SLD 2 (local street lights) have overlapping boundaries and significant structural
deficits. This large area has more than 29,000 properties and a population of over 0
100,000 people. At the present time, assessments in this area range from $0 per year
to $163 per year or more for single family property owners; commercial/industrial and
multifamily properties are also assessed various rates. The difference in assessments
are actually unrelated to any benefit derived from the amenities on the west side of
a
town, but rather are related to when that property was developed. A proposed plan to
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replace these districts with eight new community-based districts, with single family
assessments ranging from $36 to $257 per year, was presented to the community as o
part of an initial outreach effort in FY 2013-14, but a January 2014 survey showed that Z
the majority of property owners were not interested in supporting a new and higher rate z
LL
structure at that time. To address the remaining budget shortfalls, in February 2014 the
Council approved a series of budget balancing measures designed to reduce costs but 6-
still preserve core services in these areas. While the implementation of those budget o
balancing changes is ongoing, including the redesign of a more sustainable Red Hill
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I i>cal year 2(114.15 Preliniiimr% I;u.i_et Pa��c 28 L.l•�J
Lake, the Council directed staff to continue and even enhance public engagement E
regarding the proposed West-side districts plan. Work will continue on this project into
FY 2014-15, and staff anticipates re-evaluating the community's feeling about the
proposed West-side plan during the second half of the fiscal year.
In four of the City's newer districts, rate increases are recommended for FY 2014-15 g
and are assumed in the revenue projections contained in this budget. It should be noted
that rate increases are only recommended where they are necessary to maintain a To
structurally balanced budget. Modest increases when needed provide fiscal stability,
Li
and help to avoid the structural imbalances that plague some of our other districts,
particularly those that have no mechanism for regular rate adjustments.
The recommended changes this year include the following: °
• LMD 4R (Terra Vista) — An increase of 3% is recommended, which equals
$11.40 per home, per year. This is the first rate increase since property owners
approved a new rate structure in 2010. Since that time, with the approval of new
rates came new investments in improvements in area amenities, such as ballfield ''
fence replacements, LED paseo lighting replacement, and curb repairs. The FY
2014-15 budget also includes playground and ADA improvements at Spruce
Park, a new playground seat wall at Ralph M. Lewis Park, and the design and
installation of drought tolerant planting areas throughout the district.
• LMD 6R (Caryn Communities) — An increase of 2.1% is recommended, which
equals $8 per home, per year. Modest increases will likely be needed in this
small district year, as it continues to recover from its previous deficit position and
years of deferred maintenance.
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• LMD 10 (Rancho Etiwanda) — An increase of 5% is recommended, which is the wu
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first rate increase since 2008. This district has a significant deficit and will need
regular rate increases over the next several years in order to close the budget LL
gap over time. This rate increase equates to $30.81 per home, per year.
• CFD 2000-03 (Rancho Summit parks) — Rates have not been adjusted here
since 2008, and a significant budget deficit of approximately 40% exists. In order
to begin to close that gap and recover from the deficit position before reserves
are depleted, a 14.63% increase must be implemented this year, which equals
$146.36 per home, per year. Recognizing that this is a large increase, staff did
evaluate the impacts of stepping into this rate increase over two years, but the
analysis showed that would not allow the district to return to a positive financial o
position. This rate increase impacts approximately 400 property owners. ">
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Capital Improvement Program (CIP) LL
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The CIP contains priorities for improvements to the City's infrastructure over a 5-10 year o
period of time. It is annually reviewed and updated and its implementation is dependent o
upon the availability of capital and special funds. Since these special funds are legally
-T— . vs.:
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Fiscal Year 2014'15 'reliminar Budget Page 29 L ••••.
I
restricted, they must remain separate from and cannot be utilized for general operating
costs. While these special funds can be eroded by economic conditions, the fiscal
impacts are different from those in the operating funds. Capital projects often span
many years, as they move from design and environmental review to plan check and
ultimately construction.
0
Ongoing investment in pavement rehabilitation, Americans with Disabilities Act (ADA)
projects, park and playground repairs, and facilities improvements form the core of the
annual CIP. The FY 2014-15 CIP once again devotes significant resources toward
these activities.
Following the dissolution of redevelopment, the volume and scope of capital projects
has declined as RDA funding is no longer available. However, the City and Fire District
still anticipate several significant projects to be moving ahead in the coming fiscal year:
• The long-awaited I-15/Base Line interchange project will begin construction
later this year. This is a $52.6 million project, funded by Federal and State
transportation funds, Measure I funds, and local bond funds. The contract is
anticipated to be awarded by SANBAG on June 4, 2014, with construction to
be begin by September. Construction will take 2 years to complete and will
greatly improve traffic flow and safety at this critical intersection.
• The extension of Wilson Avenue is a $3.2 million project which will extend
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Wilson Avenue from Wardman Bullock to East Avenue. This project, will
greatly alleviate traffic flow in and around the Banyan/East Avenue area and
is expected to commence construction in Fall 2014 and be finished by Spring
of 2015.
• Building on the momentum of the recently-awarded National Medal, the
Library will begin the fulfillment of a long-held vision to develop the second LL
floor of the Biane Library into the Rancho KIDS interactive childrens'
learning center. As the first step, Library Capital funds will be used to elevate
literacy (pun intended) and install the elevator to the second floor this fiscal
year, along with basic tenant improvements. By providing access to the
second floor and making it a usable space, the Library can host fundraising o
events in the space and cast the vision for future donors and funding
partners. Q
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• The final design of Southwest Cucamonga Park is also planned this year • o
using $3.9 million in Proposition 84 grant funds to build a 3.4 acre o
neighborhood park for Southwest Cucamonga. This park will be located on Z
the east side of Madrone Avenue between Arrow Route and 9th Street. No Z
other neighborhood park exists within a 1/2 mile radius for this mostly lower
income neighborhood.
• Design for the long-planned Fire Training Facility at Jersey Station will be o
completed in FY 2014-15. This facility will greatly expand the District's ability
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riNral Year l ,- limin;i Pal2c .�O b. j
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to train in realistic situations including a training tower, classrooms, a live burn
building, other training props and a multi-story training building. The new
facility will also incorporate sustainable design elements such as solar power
generation.
• An LED Street Light Enhancement Project should be completed in Street
Lighting District (SLD) 8, which encompasses much of the Etiwanda area.
The successful LED demonstration project on Base Line Road has shown this To
as a viable alternative to traditional street lighting that reduces operating costs
in the long term. Replacement of all the street lights in SLD 8 will be the first
large-scale LED street lighting project in the City.
• A Utility Underground Project is scheduled to begin construction on Base
Line Road from Carnelian Street to Vineyard Avenue. This project, using
Rule 20A undergrounding monies, continues the City's commitment to
undergrounding overhead utilities along major transportation corridors. Final
design is proceeding on another project along Arrow Route from Bear Gulch
to west of Archibald Avenue, with construction scheduled for FY 2015-16.
• A major Utility Line Extension for RCMU will run along Arrow Route from
Rochester Avenue to Etiwanda Avenue. This line extension will power two
new industrial logistics centers currently under construction as well as
potentially allow RCMU to serve other nearby new development. Similarly, a
line extension is proposed along Haven Avenue from 6th Street to 8th Street to
serve a new hotel that will soon break ground as well as other nearby new
development on vacant parcels.
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• Construction of a Traffic Signal and Street Widening improvements at
Hellman Avenue and the Metrolink Tracks is also proposed. This project will
improve traffic flows, circulation and pedestrian safety by widening the road,
adding a traffic signal and installing sidewalks.
• Multiple Traffic Safety Improvements are included in the CIP budget
including new signals at 6th Street and Utica Avenue and Carnelian Street at
Banyan Street. The Milliken and Day Creek Boulevard traffic signals will have
their left turn phasing upgraded to protective phasing only and various 0
hardware and software along Base Line Road and Foothill Boulevard at
multiple intersections will be upgraded to help integrate these areas into the
City's Traffic Management Center. o
The CIP includes other projects that are necessary to preserve our facilities and
infrastructure. These projects include the reroofing of City Hall; landscaping and lighting
upgrades to improve efficiency at the Civic Center; HVAC improvements for the Police LL
Department and ADA improvements at Etiwanda Creek Park.
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Fiscal Summary 0
Fiscal Year -2(114'15 Prelimittar∎ Budget Page 31 L••;.•�
•-.•
The FY 2014-15 Adopted Budget is a product of past and continuing fiscal discipline E
enhanced by a recovering economy. The following is a summation of all FY 2014-15
City Budgets: 8
City General Fund $69,162,990
Library Services $ 4,222,020
Fire Protection District $36,081,010
Special Funds including CIP $62,417,580
Summary
Rancho Cucamonga remains committed to maintaining its 30+ year tradition of fiscal °
stability and providing the highest quality services to its customers within budgetary
constraints. Whether through the gradual reduction of the operating budgets along with
a commensurate phase out of reserve fund use over the last several years, or the more
sudden reduction in personnel and operating funds that came with the State's
unprecedented elimination of redevelopment in FY 2011-12, the emphasis remains on
stability of services, quality services, for the community.
It is clear that any community which aspires to obtain a "world-class" standard in
everything it does, must maintain a comprehensive suite of community services. Strong
and responsive public safety, well maintained infrastructure, a careful approach to
planning and engineering, high-quality community services, animal services and library Q
services, an active economic development program, effective long-range planning and
goal setting, and a strong conservative fiscal reporting and budgeting approach that
supports all of these services; all of these components are necessary in a vibrant and
healthy community.
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Looking ahead, we need to plan as carefully for the last phases of the City's LL
development as those before us did for the first 37 years, seeking to ensure that our
high development standards are continued and that long-term fiscal sustainability of the
organization remains at the forefront. As the community ages, we must be prepared to
invest more in maintenance of our public buildings, parks, trees, storm drainage, and
other improvements; prioritize infrastructure replacement; and strengthen our code
enforcement programs. It is instructive to look to other, older cities in the region to see
what might lay ahead if we do not commit to maintaining and even improving what we
have today. It is my personal goal, and that of our entire Executive Team, that Rancho
Cucamonga in 20 years is still the premier city in the Inland Empire in which to live or do
business. o
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Fiscal Year 2(14 15 Preliminur) liudl,1ct —I'a - --- .•••�
Attachment A
Department Budgets E
Police Department
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Since incorporation, law enforcement services in the .x: • �..• • ~• 0
City have been provided through a contract with the San ' — ' . ',- ;,, t~ ~ o
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Bernardino County Sheriffs Department. The low crime ; .,::. .z:,:.
rate that the City continues to enjoy is a direct result of °.`'� 'f �' . 4 1 ,
''''''.'1-.4". )• :� �� lf Syr _ T To
the hard work and dedication of the men and women of v, - ,;,: z
the Police Department and the positive interaction and ` ;.:-A • + . . ='
participation by the community in crime prevention • i ,._, ''I
activities. The collaborative process to identify and ,. ' .44-",, ` , .
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address the law enforcement concerns of our citizenry, - _z. = =,=p---
emer in crime trends and existing public safety issues . .
emerging 9 p Y ----��
has resulted in a 10% reduction in Part I crimes in 2013 • •
from 2012 levels. The Public Safety Video Network ,,-j; ; ,`
(PSVN) is a successful byproduct of this collaborative process and just one example of
the many evolving technologies and innovative strategies being used to help ensure
Rancho Cucamonga remains one of the safest communities in California.
2
The Police Department has one of the largest volunteer units in the Inland Empire, which
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includes Line Reserves, Citizen Patrol, Equestrian Patrol and Explorers. The number of
volunteer hours dedicated to the Department and the City continues to be the highest in
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the County. Many of these volunteers have been residents within the City for some time,
which also attests to the community's involvement of working together to provide a better
place to live.
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Public safety is the City's highest priority. The City has expended funds in prior years to
add equipment and personnel to enhance Police services to meet increased service
needs. The City will continue to take advantage of any available Federal and State LL
funding opportunities. As the community continues to grow, the challenge will be to
continue addressing these increased needs that affect the "quality of life" in Rancho c
Cucamonga and define our community as a safe one.
FY 2014-15 Budget Highlights
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• Continue deployment of the Bloodhound Teams. In FY 2013-14 the Department
added two bloodhounds assigned to existing deputy sheriff positions, and those
teams have saved significant man hours searching for fleeing suspects, missing o
children and adults. These teams have also earned the Sheriffs Department >"
award for Meritorious Service and recognition from the State Attorney General.
The funding for the teams will also continue and be significantly less than the start- z
up costs from FY 2013-14. w
6-
• Continue to utilize the Threat Assessment Team and provide continued Active
Shooter Training. The deputies assigned to this program oversee and present the °
on-going Active Shooter training with RCFD and they conduct on-site threat
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I'i,cal \'car -i1I4 15 I'rcliminar■ l3ud1Nt I'a_�c _,_' L.•: _j
assessments. To date, they have completed assessments of every high school
and middle school campus and will be focusing on the remaining schools, city
buildings, and high value infrastructure in the coming fiscal year. 8
• Add fixed license plate readers at strategic locations throughout the City. This will
help catch and solve many crimes including vehicle burglaries and thefts.
• Full year of staffing for grant-funded Deputy to combat vehicle burglaries. In FY
2013-14 the Department received matching grant funds for a deputy sheriff
position whose assignment was to focus on reducing vehicle burglary thefts. As a
result, the City realized a reduction in these felonies by over 20% because the
dedicated deputy was able to concentrate efforts focused on these crimes,
including conducting surveillance on suspected burglars and arresting them as °
they committed additional offenses. This position will continue through FY 2014-
; 15 and should experience similar success, thereby having a positive impact on our
vehicle burglary rate.
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• Provide ongoing support of key prevention programs such as the Graffiti Tracker
System, Narcotic Intervention and Prevention Program C.A.N.I.N.E in our schools,
National Night Out, and the Every 15 Minutes Program.
• The Public Safety Video Network is operational and going into the final phase
(accessibility). Our on-going commitment to use technology as a force multiplier
to better investigate and solve crime will continue with additional Automated
License Plate Reader technology. This project, which was initiated in FY 2012-13,
was delayed due to a Sheriff's Department technology team review but is now
ready to proceed in FY 2014-15. This phase will be co-funded with grants and
asset seizure funds.
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• With the looming sunset of Senate Bill 731 on January 1, 2015, the regulation of
massage establishments has presented cities and law enforcement with unique
challenges. While many are legitimate enterprises, law enforcement throughout
the state report an increase in prostitution and human trafficking investigations
associated with the massage industry. The Rancho Cucamonga Police
Department has dedicated resources to work in conjunction with code enforcement
and planning over the coming months to address businesses that provide massage °
services while providing a safe and legal environment to conduct business.
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Y ■U 21)14'15 Prcliniinur■ I3u4k_stA I'a�� ;� ••.��
Fire District Budget
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The Fire District (District) enters FY 2014-15 with a balanced General Fund budget. Once
again, the District will fund operations without a rate increase in either of its Community Y
Facilities District (CFD) assessments. Additionally, the first full year of the suspension of g
Fire Prevention Permit Inspection Fees has been successfully implemented. The District's g
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operating budget fully funds Prevention Bureau operations and the fee suspension has
been well received in the business community as an aid to
"`"�, ! our small and medium size local businesses who are still
��� i recovering from the economic downturn.
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The budget for FY 2014-15 shows an increase in revenues
and expenditures. The District will continue to maintain °
reserves, primarily to provide the means to fund capital
s ►' projects, such as the training center and future fire stations
/'/1"" _*✓ 'I 1} and to purchase essential high-cost equipment
replacement items such as fire apparatus, self-contained c
t " breathing apparatus, and cardiac monitors. Proper funding
Z i of reserves allows the District to continue providing premier
+R /0.t emergency response, risk reduction, and emergency
- - _= ! management services to the community. The "pay as you
� - n ., +- go" approach, which Rancho Cucamonga has used since
`' "' ' '-`... . incorporation, continues to keep the organization To To
�.__.A. -- positioned to implement strategic improvements to the a
service platform as identified through continuous analysis and review of the effectiveness
of its programs.
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Exciting technological advances are coming to the District to better serve the community.
One such improvement is the use of pictometry, an advanced mapping and aerial
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photography product that will enhance the District's response planning and emergency .,
management capability. In a collaborative effort the District will share this technology with
the City and Police Departments for their use as well. The District is expanding the use
of smart phone and tablet technologies throughout the organization. Each unit will be
equipped with an iPhone and iPad. Together these devices extend the effectiveness and
efficiency of District resources. District maps and certain response information will be o
loaded onto the iPads, alleviating the need for expensive printed maps. The iPhones are
each equipped with an application called Active 9-1-1 which enables the phones to
receive incident and call routing information straight from the dispatch center. The phones 2
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also enable crews to take photos in the field and transmit them real-time to command
personnel and in the near future to hospitals to help improve scene management and o
patient care. Z
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Along with the rest of the City's Community Development Departments, the Prevention
Bureau will transition to field-based data collection devices and no longer use paper forms o
for their inspection reports. As part of the citywide Accela Automation project, this o
technology will allow inspectors to tap into a City database and coordinate inspection
:;cal 1•c ar 2(114 15 Prcliniinar■ IBuLkel Panic I •••-J
activities with other departments for the first time. The Fire Marshal believes this
technology will net a significant increase in the production of Bureau inspectors enabling
them to complete additional high hazard inspections over the course of the year.
The District will continue with several on-going capital projects including major
renovations occurring at the Jersey Station, Banyan Station and the Fire Maintenance
Facility and the design work for the Training Center at the Jersey Fire Station. The District
will also be participating in a solar project with other City facilities with the Banyan and
Day Creek Stations expected to be outfitted with cost saving solar technology.
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A ladder truck is in the process of being built for the Jersey Fire Station, to replace the
older unit there which has exceeded its recommended number of years and/or mileage
under National Fire Protection Association standards and will then be placed in reserve
status. This will provide the District with a reliable back-up ladder truck, which it does not
currently possess.
The Emergency Management program continues to expand as interest from citizens and
businesses increases. The Community Emergency Response Training (CERT) and
Business Emergency Response Training (BERT) programs are key elements of Ready
RC. The program has also reached out to other entities and for the first time is providing
its services on an enterprise basis.
Like all areas of the City, the Fire District is reorganizing its traditional staffing and
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management model to better respond to current and future service demands. The FY
2014-15 District budget includes a small number of strategic personnel changes,
including the reclassification of a Mechanic to a Lead Mechanic to fill a supervisory role
in the fire shop, and a reorganization of the administrative staff that has no net cost or
additional personnel, but reclassifies personnel to match the work duties of that division.
The Proposed Budget does envision upgrading the vacant part-time Management Aide
in the Emergency Management division to a full-time Management Analyst I/Emergency
Program Specialist position, which is necessary to support the expanding ReadyRC
program, including the very successful CERT and growing BERT programs. This position
is also important to build redundancy for the Emergency Management Coordinator, a
need that was previously identified but then confirmed during the recent Etiwanda fire.
0
The District will be improving and consolidating its Technical Rescue program by
permanently assigning trained personnel along with highly specialized equipment to the 2
Banyan and Day Creek Fire Stations. While all members of the District have basic training 0
in rescue operations specialized skills and equipment are required for more technical
challenges including trench and building collapses, confined space rescues, water
rescues and high-angle rope rescues. The District has been a leader in the region in
Technical Rescue capability operating a State certified Type 1 "Heavy" Rescue company.
To ensure this resource is properly staffed and equipped everyday additional personnel
are receiving the required training and being assigned to specified stations.
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Fiscal Year 2014'15 I'relinninar■ Budget I'a14c 36 ••,:
To enhance the advance life support capacity of the District's response units six existing E
personnel are being certified as Paramedics. This enhancement is made possible without
increasing overall staffing due to the dedication and diligence of several employees who
on their own time and expense have successfully completed the rigorous training to
qualify as paramedics. This will enable the District to ensure at least two of the three
responders on each unit function in the dual capacity of a firefighter and paramedic on a
daily basis more often.
The Prevention Bureau will also be reorganized to improve its efficiency and effectiveness
in delivering services that protect life and property, sustain economic vitality and improve
the quality of life of our citizens. Responsibilities and reporting arrangements will be
reassigned to ensure program continuity, chain of command efficiency and succession
planning. °
Administrative Services Group
The Administrative Services Group consists of Administrative Services Management,
Finance, Geographic Information Services, Human Resources, Information Services, and
Purchasing.
The Human Resources Department manages the City's i _ --
personnel and risk management functions. The 1■
Department provides the leadership, direction and support "'`' 2 z
required to attract, retain and develop quality employees I►
for the City of Rancho Cucamonga and the Rancho
Cucamonga Fire Protection District.
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The Personnel Services Division of the Department is '— it
responsible for the following elements of the Human " Mme'
Resources program: - d
• Employee Relations
• Recruitment
• Classification and Compensation
• Benefits o
• Organizational Development w
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Risk Management personnel consult with City departments to help minimize the number o
and severity of losses to both property and personnel. They help identify areas of ">
potential risk, provide training to help minimize losses, provide post-loss follow up to help
avoid future losses, provide insurance or contractual risk transfer and provide risk
financing to minimize the impact of losses that do occur. The areas of responsibility for LL
the Risk Management Division of the Department include:
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• Liability o
• Worker's Compensation
l i�c,il 1"�; 1. 2014 1 .5 I'rvliminary Buckct Pie .�7 L••;;J
• ..
• Safety/Loss Control
• Employee Wellness
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The FY 2014-15 Budget Highlights include: g
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• The Human Resources Department managed a smooth transition as the City
implemented both retirement and healthcare reform laws during the prior fiscal
year. A key focus for the Department in FY 2014-15 will be the tracking and
reporting of the Affordable Care Act and updating City policies and procedures to
ensure compliance with all mandates.
• Integrate Injury and Illness Prevention Program Training into the onboarding o
process.
• Complete FLSA audit initiated in prior fiscal year.
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• Coordinate review of the City and Fire District's insurance coverage including 3
liability, employment related matters and workers compensation. This review will
focus on ensuring both agencies have appropriate coverage at the best possible
cost.
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• Work to improve the efficiency and effectiveness of HR practices and procedures i)
in order to provide better service to internal and external customers.
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The Finance Department is composed of four divisions, including Accounting, Budgeting o
and Financial Reporting, Business Licensing and Treasury Management. . Among the
many duties of the Finance Department, it provides for the administration of financial
_ -- activities such as payroll, accounts
•pip. '; 1 : a e. payable, accounts receivable, audits,
• . -;�:t. . • preparation and monitoring of the
ith T pl_. n. budget, revenue recording and
• • ,'r I:' �.-�o.. tracking, preparation of financial
• •+4 • statements and the establishment of a NY t ,i fixed asset inventory. Finance is also °
'4"¢- 'R APIS\ responsible for business licensing and w
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treasury management. For 26 years
''' running, the Finance Department has o
�� III received the Government Finance
'� - .- . Officers Association (GFOA)'s
/ a �A T� Certificate of Achievement for Z
Excellence in Financial Reporting. This award recognizes excellence in financial w
reporting by state and local governments and is the highest form of recognition in LL
governmental accounting and financial reporting. Additionally, the Finance Department
has received the GFOA's Distinguished Budget Presentation Award which recognizes °
I i c:al fear 2014 15 l'reliniinar% Uu�I�llet I'a:�� ;S 61
L• ,,J
excellence in publishing a budget document and is the highest form of recognition in
governmental budgeting.
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The Finance Department's accounting staff has historically included three Senior Y
Accountants. Over the last seven years, these positions have turned over six times, an g
unusually high level of turnover due primarily to outside promotional opportunities. The
complexity of work in accounting, especially in the area of payroll, and budgeting/financial
reporting has grown exponentially as a result of the ever-growing regulatory
requirements, and the City's finance staffing level has not kept pace with the increased
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workload. By adding a new Accounting Manager and downgrading a vacant Senior
Accountant to Accountant, we can create promotional opportunities and provide a more
realistic and sustainable workload for accounting staff. This also addresses the need for 0
succession planning in the Department by creating a clear second in command to the 0
Finance Director and allowing opportunities for employees to cross-train with other senior
staff that are nearing retirement. With financial stability a key goal of the City, the
adequate staffing and continuity of operations in this core support department are
essential.
One of the key divisions in Administrative Services is the Purchasing Division. Under '
the City's Municipal Code, Chapter 3.08, Rancho Cucamonga has established centralized
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purchasing and procurement to ensure open and fair competition, establish efficient
procedures to procure supplies and equipment and assure the quality of purchases at
competitive prices. i To
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A small division, Purchasing was ■ y`
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traditionally run by a Purchasing " ' , N
Manager who was charged with =&„ ` 5 • '' 0
directing the City's purchasing program, ,{ •`,� _ _ �•
supervising all purchasing employees, .t • . .3..-., A •- r
and establishing and maintaining f• , , ! :' LL
methods and procedures for efficient ' ° ' '
and economical functioning of the ♦ `_ .�.
purchasing program. As an example of -.`$ ...
what can happen when succession ' r•': '• • . ,
planning is not in place, the City has -'"•! , Yf "
held its Purchasing Manager position ;y- .� _� o
vacant for the last 4 years during the a
Great Recession in order to reduce costs. Filling essentially two positions, the Senior ''
Z
Buyer was charged with running the division as well as administering difficult
procurements for complex and expensive equipment. The City recently lost its Senior o
Buyer who had started her career with the City and moved on to a neighboring agency as Z
their new Purchasing Manager. These two key losses have severely impacted the Z
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Purchasing Division, and in turn the operation of the line departments that it supports. L.
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As a result, it is being recommended that the Purchasing Manager position be refilled. o
With responsibility for managing millions in procurements annually for the City and Fire
l is,cal 'car ?(►14'1 Prcliminar\ Budtct Pa_e 19 I . •:••
District, the restoration of the Manager position is important to overall City operations; the
backlog in buying processes has a direct impact on the ability of all city departments to
deliver on projects and provide basic services. By reorganizing the division to delete a
vacant Mail Clerk position, downgrading the vacant Senior Buyer to Buyer II, and reducing
some part-time hours, the Purchasing Manager position can be restored without adding E
to the overall full-time personnel count in this division.
F-
The Information Services Division consists of multiple
divisions including Administration, Systems Support, Enterprise iiiir ..-
Applications, Network Services and Customer Support. - V
Information Services is charged with managing and continually e_
improving the web of computers, tablets, printers, copiers,
mobile devices, and network backbone that are at the core of
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operations across all City departments.
In FY 2014-15, one of the key projects the Information Services
Division will focus on is assisting the Community Development -
departments in developing electronic document submittal and ,
review services for the Accela Automation land management '
software. Additionally, staff will focus on replacing aged
computer network equipment, central computer servers, and data storage systems that
support computer services for staff and the public. Electronic TV displays in City Hall
conference rooms to display audio-visual content during meetings will be added to
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replace the old screens/projectors which are now obsolete and breaking down. I.S. will ij
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also lead an upgrade to the IFAS finance, procurement, human resources, and time and
attendance application and incorporate various enhancements to the City website,
including a customizable mapping module, custom reports, streamlined top-level o
navigation, and Google Analytics to highlight popularly viewed content for the community.
Finally, as in other areas, the City is taking advantage of opportunities to reorganize the a.
Information Services Division and streamline its operations. When two vacancies in the LL
Network Services section occurred recently, an opportunity arose to evaluate the most
efficient way to provide these services. By bidding out this work and contracting with a
private company, these services can be provided at a savings of approximately $150,000
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annually. Accordingly, two IS positions are not funded in the FY 2014-15 budget, reducing
the overall number of positions in the division.
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The GIS/Special Districts Division consists of the GIS Mapping division, Special N
Districts Administration and REGIS Connect (Rancho Cucamonga Geographic 2
Information Systems) enterprise, which was approved by the City Council in 2012. REGIS 0
contracts with other agencies to provide contract GIS services and is currently in the o
middle of a contract with the Town of Yountville, in Napa County, to create GIS base Z
maps and provide the full spectrum of GIS services to the Town. The REGIS model of z
shared services will help provide revenue to offset GIS division costs, and also provide
benefit to our city and agency partners that are in need of our expertise. For our own o
City, the Division provides a large variety of services to all departments, helping them to 0
integrate GIS tools into their daily work and automate otherwise manual and labor-
Fiscal Year 2014 15 I'rcliminar■ Uud_!ct Pa`ac -4O L.•:;
L intensive activities. Further, the
et., *. - :14k �► � Special Districts Administration
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division oversees the revenue
'IF" -1 11 collection and budget administration ai
_ , ' , ..,<<:. for the City's thirty-eight special E
- --- j assessment districts: eight Street E
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•
Lighting Districts (SLDs), eleven
Landscape Maintenance Districts
(LMDs), two Assessment Districts, ;
t"oiRnRH, fifteen Community Facilities I
%�"�`�' N S Districts, one Benefit Assessment
District, and one Park and
° '" / Recreation District. °
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Animal Care and Services c
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With a mission of building a community in which every adoptable pet finds a home, the
Animal Center's focus has been on strengthening the overall operations of the 0.
Department and expanding community partnerships to build a solid foundation for future
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growth of programs and services that will better serve the animals and people in our
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community. 5
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The Department oversees the following program areas:
Animal Care: General animal care and adoption related services; and
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cleaning/maintenance services.
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Community and Information Programs:
Volunteer programs; adoption promotions; '4.'?-
foster care; community outreach; public e:- ,* '.7 c i i rill 77,
spay/neuter voucher program; and , ', � - • ;_
community information/ education products `' .1 .,
to advance the Center's goal of building a r T
community in which every adoptable pet $ Q`
•
finds a home. I - W
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Field Services: Field operations (animal tP) o.1?
pickup, investigations, canvassing); •
enforcement of animal regulations; animal — --
licensing; and community education. Q
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Veterinarian Services: Medical supplies, medication, and other supplies for use by in- r
house veterinarian in new surgical facility; microchip services; and contract for outside O
veterinary services for specialty area and after hours care. 0
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l iseal Year '2014 15 I'rdiniinar% liudlct l'a,k: .4I L.•;;J
FY 2014-15 Budget Highlights E
• Expand offsite dog licensing and vaccination clinics to improve the license
canvassing program to increase licensing compliance, generate educational
opportunities, and increase community interaction.
• Revise the spay and neuter voucher program to include low to no cost spay and
neuter programs for animals belonging to residents with hardships. This program
is made possible due to expanded fundraising efforts.
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• Continue working to create an Animal Center Foundation and Endowment Fund
for dedicated fundraising efforts.
• With the mission and goal of building a community in which every adoptable pet
finds a home, the focus for this next fiscal year will be on animal care,
strengthening overall operations of the Department, and expanding community
partnerships to build a solid foundation for future growth of programs and services
as discussed in the Animal Care and Services Department Strategic Services Plan
that was approved in September 2013.
Veterinary services are a critical part of the Animal Center's 7 day per week service
delivery. The Center has had one full-time Veterinarian to provide medical services 4
days per week, and has used contract relief vets to provide coverage for employee days
off and after-hours emergencies. In FY 2014-15, the Animal Center will delete this full-
time position and instead fund two part-time positions for a total of 54 hours, 6 days per
week. This new staffing model will provide two more days of veterinary coverage per week
at the same approximate cost, and is also expected to reduce emergency vet care costs.
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City Clerk/Records Management Department:
Though it is the smallest city department, composed of a City Clerk, Assistant City Clerk
and several full and part-time support personnel, it has a vital mission related to public
access of records and other documents. The City Clerk/Records Management
Department strives to provide superior support and customer service in its mission to
facilitate the business of the City Council, Fire Board, and other city entities, ensuring
compliance with open meeting laws and other state and local regulation. On an on-going °
basis, public records act requests are accepted and addressed, legal notices are
published as required by law, and supplements are distributed to the Rancho Cucamonga 2
Municipal Code as Ordinances are adopted by the City Council. The Department accepts 0
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Campaign Financial Disclosure Statements and Statements of Economic Interests, >_
maintains all bonds and processes their releases and sends documents to the County
recorder. Bids for public works projects are opened at the public counter. In addition, the
Department accepts claims and subpoenas, applications for appointment to the City's
Boards, Foundations and Commissions and calendars the appeals for Code
Enforcement, Animal Services and the Fire District.
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During FY 2014-15, the Department will assemble and distribute at least 24 agenda E
packets for the Rancho Cucamonga Fire Protection District and City Council averaging
300 pages each, attend the meetings and provide minutes and action agendas. Of critical
note, the biannual municipal election is scheduled for November 4, 2014. During this
period the City Clerk is responsible to work with potential candidates for City Council to g
ensure compliance with relevant filing periods, campaign disclosure requirements and 0
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other regulatory deadlines.
City Management
The Rancho Cucamonga City Manager's office includes the City Manager and Assistant
City Manager. The City Manager is the administrative head of day-to-day city
government, equivalent to the Chief Executive Officer of a private corporation. Hired by
the City Council as one of two direct contract employees, the other being the City
Attorney, the City Manager reports to the City Council, who sets the policy direction of the
City, including long-term goals, much as would a Board of Directors in the private sector.
The City Manager is assisted by the Assistant City Manager to ensure there is adequate ci
span-of-control and oversight for all thirteen departments and 300+ employees. ''
Together, these two individuals enforce municipal codes, direct daily operations of the
City, make recommendations to the City Council, prepare and monitor the municipal
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budget, appoint and supervise all City department heads and employees and supervise
the operation of all City departments. Rounding out City Management are several levels
of personnel in the Management Analyst track along with several clerical support T.T.
personnel. These individuals help staff the Healthy RC division, Community Information
Program, Legislative Affairs Program, Green RC Program, Cable Television Franchise
Administration and Ombudsman programs. o
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City Management continues to lead Rancho Cucamonga into the future through a variety
of innovative programs. The award winning Healthy RC initiative, a cooperative program
involving multiple departments and outside public, private and non-profit agencies, is led LL
and directed by the City Manager's Office. Healthy RC has implemented major initiatives
to improve access to healthy food and physical activity, such as promoting healthy dining,
farmers markets, and Complete Streets. This past year, the City's Healthy RC initiative
was ranked #1 by First Lady Michelle Obama's Let's Move! Cities, Towns and Counties.
Recent grant-funded additions to the Healthy RC initiative include the Healthy Dining o
Program, which recognizes 113 participating restaurants that provide healthy menu u cc
options for adults and children, and the Bringing Health Home Program, which assisted Q
600 families with the purchase of fresh produce at local farmers markets. 2
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During FY 2013-14, staff began developing a comprehensive strategic plan for Healthy 0
RC to identify what issues the City should focus on and which groups to target for health Z
improvement in the future. The process for developing the Healthy RC Strategic Plan was Z
community-driven and included stakeholder meetings, key partner interviews, a Healthy
RC survey, and a community forum and City Council workshop. Over 32,600 individuals o
were represented by the groups involved in the stakeholder meetings which equates to 0
approximately 1 in every 5 Rancho Cucamonga residents.
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I i..al bear 2014 15 PrLlimiliar\ I ti l ici l'a c -I.�
Through the Legislative Affairs Program, staff provides support for the City Council's
active role in the League of California Cities as well as support for the Mayor Pro Tern's
leadership of the League's Inland Empire Division, and all federal and state legislative
and policy activities of the City Council. In FY 2013-14, Mayor Pro Tern Spagnolo became
Vice President of the League's Inland Empire Division and Council Member Steinorth
became Vice Chair of the Legislative Task Force. Mayor Dennis Michael is a Statewide o
At-Large League of California Cities Board Member as well as Vide-Chair of San
Bernardino Association of Governments (SANBAG) and a Board Member for the CAL-ID
RAN Board. As the City has become a more active force in the League and lobbying
statewide, the City's position on issues becomes more and more critical and maintaining
a close working relationship with our elected Federal and State representatives is more k
vital than ever. At the Federal level, the City Manager's Office played an active role this a
year in advocating for Federal assistance to help manage the ongoing issues that are o
troubling Cucamonga Canyon. Staff is currently working with the U.S. Forest Service and
the Fire Protection District to implement a closure of the Canyon until a long-term solution
can be found to resolve the issues surrounding this area.
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The City's Green RC sustainability program is also led and directed by the City Manager's 3
Office and is coordinating efforts to improve energy efficiency citywide, reduce the City's
carbon footprint and ultimately reduce costs for the City by going green. Over the last two
years, the City installed 10 electric vehicle charging stations to replace existing chargers
at City facilities. The City expanded on the electric vehicle charging station program this
year by passing an Ordinance to enforce electric vehicle parking only at charging stations `
for a maximum of four hours. Additional signage and pavement markings were also
installed to help identify the charging stations and parking requirements. Further efforts t
include working with Victoria Gardens to locate a Tesla Supercharger station on-site as
well as a cooperative grant with AQMD for a DC fast-charging station for electric cars. .
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This year the City Manager's Office Community Information Program took the lead in
developing and implementing an Adopt RC program, which provides opportunities for LL
residents and businesses to take an active role in the beautification of our community by
adopting City parks, trails, streets and facilities. Individuals or groups can participate in c
site adoptions by contributing volunteer hours or donations that assist with the ongoing
maintenance of the community. There are currently three volunteer groups participating
in park and trail adoptions and several other groups have expressed interest in the
program. °
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Improving communications with the community is a priority of the City, and the need for 2
a unified, consistent "city voice" is more critical than ever as more departments engage 0
in public communications and marketing and "right-now" information demands of the o
public, through social media, continue to expand. This need has existed and been Z
identified in strategic plans for a number of years, but resources have not allowed the Z
position to be funded. To that end, a new Communications Manager position is being
recommended and if approved will have responsibility to implement a City-wide o
community information program, working closely with all city departments. The
Communications Manager will not duplicate what is already being done at the department o
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level, but will instead make sure these efforts are coordinated and resources leveraged E
to the fullest. The Communications Manager will also make sure that the City's standards
for branding and quality are consistently maintained and the City maximizes its use of
social media including Twitter, Facebook, Instagram, Pinterest, Nextdoor and other new
and emerging mediums. This new position will be focused on taking the City to the next
level in quality communications and marketing efforts, mirroring the model that is found
in other premier cities in the nation.
New initiatives for the City Manager's Office in FY 2014-15 include the implementation of
a pay-by-phone charging system for the City's electric vehicle charging stations;
participation in a solar feasibility study, in partnership with SANBAG, to determine the
capability for installing solar on City facilities; and enhancements to our performance r,
measurement program in order to provide more meaningful data to the public that
demonstrates the activities and achievements of the City.
Community Services
The Community Services Department provides a wide - 3
variety of high quality programs, services, and facilities to
our residents to enhance the quality of life for individuals of
all ages. Department activities are coordinate through "
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seven Divisions: Administration, Youth and Adult Sports, fir - '
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Youth and Family Programs, Special Events, Cultural . •
Arts/Playhouse Operations, and Seniors and Human ! -")
Services. The Department also oversees park development ''
activities including the planning, design, and renovation of 1 '"" _
parks and facilities.
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• Registration/Revenue — Community Services processes over 40,000 activity
registrations and countless rental requests each fiscal year. In FY 2014-15 staff LL
will be actively pursuing a replacement for the current CLASS Registration
Program. The current vendor has announced that CLASS will no longer be
supported in the future. The opportunity to utilize current technology for processing
and tracking incoming revenue will allow the Department to focus on processes to
ensure financial stability. o
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Along with the enhanced ability of tracking revenue, the Department will establish a
a pricing methodology that continuously reflects community values, while
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generating adequate revenues to help sustain the City of Rancho Cucamonga's
facilities and Community Services Department's programs and services.
• Park Facilities - The new outdoor Pavilion at Central Park, funded by a grant from
San Bernardino County, was installed in 2014. Continuing the project in FY 2014-
15 is the addition of electrical services, a drinking fountain and site furnishings to
enhance the area for programming and drop in use. o
Fiscal Year 2014'15 Pre]im L•inar\ Itiid et Paec 45 �•.•
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The Department is moving forward in the process to complete Southwest Park,
during the 2014-15 fiscal year an official name of the park will be decided and
design and construction drawings will be in progress.
• Senior Services — In FY 2013-14 the Department created a successful E
partnership with the Rancho Cucamonga Fire Protection Association to raise
money for the Hot Meals for Homebound Citizens. The fundraising efforts will
support the City budget allocated for the Department's Senior Nutrition Program.
The Community Services Department is one of the City's largest and most complex
departments in the City, with responsibility over 43 full time and 190 part time personnel
operating at seven different facilities. The department traditionally had two
Superintendents, but one has been vacant and unfunded since 2012 due to the Great
Recession. The FY 2014-15 budget recommends restoring the second Superintendent,
and downgrading the CSD Marketing Manager position to a new Community Services
Manager at a lower salary. The combined result of these changes will be to provide the 5.
necessary management oversight and appropriate span of control for this large operating
department while also ensuring adequate succession planning for the Director.
The budget also restores the Coordinator for facility rentals at Central Park, which was
also eliminated during the recession. Since that time, a single coordinator has done m
double-duty as both a registration manager and rental manager. Despite dedicated
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efforts, rental revenues have suffered, and are significantly lower than prior years due to
the lack of time and attention that the Coordinator has available to spend with potential
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renters and on marketing. The restoration of this position will not only provide better
service to the recreation registration side, but allow the department to generate enough t-
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additional rental revenue to completely cover the rental position. o
A new addition to the department this year is the creation of a pilot program involving an
innovative collaboration with the Police Department and Rancho Cucamonga Fire LL
Protection District, that will use two part-time, non-sworn Park Rangers as a cost-effective
means to enhance public safety in our most heavily used parks, as well as along the
Pacific-Electric Trail and the Cucamonga Canyon area. Working closely with the Sheriff's .,
Department and Fire District, the Park Rangers will act both as first responders for some
low-priority calls for service as well as provide proactive park patrol and regulation o
enforcement. The pilot program will allow for the effectiveness of the program to be
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evaluated before a broader program is considered in future years.
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Other personnel changes include reclassifying the Senior Park Planner to a CSD Special
Projects Coordinator, at the same salary. While the City's development over the last two 0
decades warranted the Senior Planner level person to manage the series of park z
development project, the demands today are of a different nature in as the city becomes z
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more built-out. The new classification will allow this position to not only manage park
development activities, such as the upcoming Southwest Park project, but also other o
types of capital projects and major recreation initiatives that arise. o
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Fiscal Ycar 2(14 15 Prelimin�ir liti( pct l'a_ie 46 L. .�
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The Founders Day Community Parade, one of the signature Community Services events
each year, has enjoyed a long history in our community and attracts several thousand
residents each year. The self-contained location at Victoria Gardens allows us to hold the
parade on the private streets of the property and reduced our costs associated with street Y
closures, law enforcement and public works assistance. Victoria Gardens management
has informed us that the parade may return for 2014, but as they enter into a significant
renovation of the property, the site will not be available for 2015, and possibly beyond.
City staff is beginning to explore other parade site options that would not require the
extensive closing of City streets and impact traffic significantly. Staff will review and
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recommend by the end of the calendar year a recommended location for 2015. The City
could also consider replacing the parade with a community event or festival to minimize
the impact to traffic when closing City streets and the costs involved.
Economic and Community Development
The Department encompasses all Economic and Community Development activities
including Building and Safety and Code Enforcement, Engineering, Planning, and Public
Works Departments. The Department coordinates the activities, work products, and
processes of these areas with the City Manager's Office and other City Departments. In
addition, the Department coordinates implementation of the City's Economic and
Community Development goals and objectives and capital projects planning programs.
FY 2014-15 Budget Highlights
Ul
• Deliver services of Building and Safety, Engineering, Planning, and Public Works
under a common philosophy of innovation and excellent customer service.
• Support the City Manager's Office in monitoring and ensuring efficient and timely
implementation of the City Council's goals and key capital rojects. o
• Provide effective coordination and monitoring of all Economic and Community
Development programs and budgets that cross-over department lines. This will
include the implementation of milestones and tracking timelines for
accomplishment of the Department's established annual goals and objectives.
• Focus on implementation of the Accela Automation project integrating the
development services of the City. This has required many departments working
together to focus on streamlining procedures. Accelerate is expected to be fully
functional in June 2014. Phase II will involve full implementation and adding o
electronic plan submittal functions.
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• Complete and present to City Council a long term Economic Development Strategy
and begin the implementation and integration of the plan recommendations LL
throughout the City organization.
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• An overriding objective for community development in the new fiscal year will be
the further streamlining of the development review and management process, and
Fiscal \'car 2(114 15 1'rclimin,u-■. lUud el l'aL,.c 47 L. •:.
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continued efforts to train and staff the departments to meet the challenges
associated with less budgetary growth.
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The Economic Development division plays a key role in the fiscal health of the City.
As the City continues through a transition of its economic development efforts and the
winding down of the redevelopment agency, the City has begun an update to its Economic
Development Strategic Plan. This update will lay the foundation for the City's economic
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development efforts over the next five to ten years. The update will develop new E.
strategies in order to remain competitive in a post-redevelopment environment and ._°
ensure that the City is positioned for success in the new emerging economy and
marketplace. Staff anticipates the strategy update to be completed by the end of the 3rd
re
quarter in 2014.
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During this transition staff will continue to deliver business support services and programs
to the business community. One such example is the service provided by the Inland
Empire Small Business Development Center (IESBDC). The City in conjunction with the o
IESBDC and the Rancho Cucamonga Chamber of Commerce provide Rancho N
Cucamonga business owners and entrepreneurs with technical assistance designed to <
improve their competitive standing in the marketplace. Ongoing education is also 0
provided by the IESBDC/Chamber on a monthly basis on various business topics. This >"
service is free of charge to Rancho Cucamonga businesses and residents. o
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The Business Visitation Program has been reestablished as a key effort in the City's W
business retention efforts. In light of the reduction of economic development staff as a LL
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result of the elimination of redevelopment, the Business Visitation Program has
transformed into a cross-departmental effort of economic development and various key °
staff in other City departments. Staff has developed a contact list of the top sales tax
l'i,cal Year 2'(1-4 1 I Prelintinar∎ Budget age 4X 1•••;•
generators, top employers, Fortune 500 companies, and long tenured companies in order
to target business visitations. Staff also held a training for employees that will be
participating in the Business Visitation Program.
The City has launched a new online tool to help bring business and jobs to the community
p g jobs Y
while improving resident's quality of life — Bring Your Business 2 Rancho Cucamonga —
or BYB2RC for short. The goal of the BYB2RC.com website is to help residents who live
in Rancho Cucamonga, but who work elsewhere, inform City officials about their
employer's interest in relocating. The City will then utilize the submitted employer
suggestions as part of a business contact list who may potentially decide to move to
Rancho Cucamonga.
Economic Development staff continues to work with ESRI to assist in the development of
an application for mobile devices and desk top computers that contains geographic
information as well as site selection tools for economic development. It is anticipated that
this enterprise will be completed by August 2014.
Finally, the City of Rancho Cucamonga has partnered with the City of Ontario and the
local hotels in Ontario and Rancho Cucamonga to create the Greater Ontario Tourism
Marketing District (GOTMD). The newly established GOTMD is a benefit assessment
district designed to fund marketing and sales promotion efforts for the lodging
industry. This effort will enhance the City as a destination for business and tourism. This
approach has been used successfully in other areas across the country. The new
GOTMD includes all lodging businesses with fifty (50) or more rooms located within the
boundaries of the cities of Ontario and Rancho Cucamonga. The total GOTMD annual
budget for each year of its five-year operation is anticipated to be approximately $2
million. In addition to the enhancement of the lodging businesses, the City will realize o
additional transient occupancy taxes and tourism related sales tax.
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The Engineering Services Department strives to ensure the City of Rancho LL
Cucamonga has the vital infrastructure in place to maintain its standing as the premiere
community in the region. This involves managing the engineering design and
construction of capital improvement projects, reviewing land development and
construction activity as it relates to public infrastructure, maintaining the City's
transportation system, and managing environmental programs in support of this goal. In
addition, the Department manages the effective and efficient operation of the City's own
subcompact electrical utility. Over the past several years, the Engineering Services
Department has streamlined its operations and maximized available resources. These 2
efforts have been driven partly through retirement of long-term personnel, partly through s
personnel reductions from the loss of redevelopment and partly through the enhanced o
use of technology to more fully automate what has largely been a manual process.
The Department consists of six sections: Administration/Budget, Land Development,
Traffic Management, Capital Project Management, Environmental Programs, and the
City's very own electric utility - the Rancho Cucamonga Municipal Utility (RCMU). Each
section is moving forward with several major projects, some of which are highlighted
below.
[kcal-.it Year 2014'15 I'rcliminar■ Palk 4') I L•sePi
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The Administration & Budget Division provides overall management and fiscal support
to all six Engineering sections and is responsible for Capital Improvement budgets. The N
Land Development Division is responsible for conditioning new development projects
to install street improvements and collection of development impact fees, plan checking g
street improvement plans & tract/parcel maps and the issuance of all permits within the
public right-of-ways. The Transportation Management Section oversees the design,
construction, and management of the City's traffic and transportation systems and
investigates and provides recommendations on matters related to
.4i- - _:. _ pedestrian, bicycle, and vehicular safety around schools and in the
public right-of-way. The Capital Project Management Division
designs and manages the construction of City-funded long term and
gis...0 short term projects, as well as serves operational and maintenance
• �Y needs. The Environmental Programs Division is working
', • collaboratively for an environmentally safe, - 1.
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healthy and sustainable community today and for future . �`•`` \ ,
generations. The Rancho Cucamonga Municipal Utility, _• It
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Division is a well-managed enterprise that is dedicated to the . - 3
operation and administration of the City's electrical distribution -- .. ,` .1110
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system, and project management of electric infrastructure capital I'
projects.
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FY 2014-15 Budget Highlights To
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• Update Engineering and Transportation Impact Fees and institute additional City user
fees to ensure full cost recover of permit costs. o
• Implement and manage a first-of-its-kind Paid Parking Program at the Metrolink o
Station and Cucamonga Canyon. .
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• Open a new "Reuse Shed" at the new Household Hazardous Waste (HHW) facility.
Select items such as paint, pool chemicals, and household cleaners that are
considered acceptable for reuse will be placed in the HHW Reuse Shed and offered
at no cost to participants that agree to use these items in their home. .
• Manage the Capital Improvement Program for FY 2014-15 totaling $10,646,280.
• Begin the construction phase of the 1-15 at Base Line Road Interchange
Project. Administration of the construction will be performed by SANBAG in o
coordination with the Engineering Services Department. w
• Construct traffic signal improvements at Carnelian Street and Banyan Street to
complete the signalized corridor on Carnelian Street from Wilson Avenue to the 210 0
Freeway.
• Incorporation of the traffic signals along Foothill Boulevard and Base Line Road into °
the City's upgraded Traffic Management System. z
• Construct the Deer Creek Bike Trail from Highland to Base Line including the w
connection to the Pacific Electric Trail.
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• Complete implementation of a paid parking program at the Metrolink station. The
program is aimed at partially offsetting the operational and maintenance costs of the °
maturing parking lot and structure.
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Fiscal Year 2014'15 Prclimin, r\ Ilucl_ei I'a_ilc 50 ' .• J
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• Implement a paid parking program for the Cucamonga Canyon area to help partially E
offset some of the costs of managing and policing that area as well as regulating
demand for parking spaces in this highly sought after trailhead area adjacent to the 8
mountains.
The Traffic Engineering section is currently operating at a staffing level that is
substantially below what is necessary to provide the most effective level of service for the
City's needs. As Rancho Cucamonga grows and matures, with traffic always increasing,
and every faster technology changes related to traffic flow management, current
personnel cannot keep up with even basic requirements. At current staffing, critical daily '
operational tasks are deferred in order to address the more urgent, high-priority activities.
The FY 2014-15 budget proposed to add a new Associate Engineer in Traffic to supervise
the existing Engineering Technician, and oversee daily operations of the section, °
including the Traffic Management System, Congestion Management Program, and traffic
study preparation. This new staff will also allow others in Traffic to focus primarily on
capital improvement projects and review of development applications and plans.
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'" 11 " The Planning Department functions as the professional
t 'i , �._;.t; ,ili . 1 and technical advisor the Planning Commission, Historic
!. : " Preservation Commission and City Council on policy• ,� 1 .:,
�, 43. - matters and issues concerning the physical development
-• , of the community. To provide a comprehensive planning
I , ' program, the Department manages both current planning i
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_ cases and long-term projects and special projects.
_ ' • The primary objectives of the Planning Department are: to
develop comprehensive plans for a first-class community; T
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to implement the plans through efficient and effective management of growth and review o
of all development proposals; and to maintain a balanced, quality environment in the
community.
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Due to the elimination of redevelopment, the City's Economic Development functions
have been reassigned within the Planning Department. Despite the reduction of funding, c
the City still maintains an emphasis in creating a strong local economy through its core
Economic Development activities.
FY 2014-15 Budget Highlights 0
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• Staff completed the 2013 Housing Element update
that was certified by the California Department of _ o
Housing and Community Development in March ; ' ">
2014 and will be in effect until the year 2021. �� �4,
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• Continue to staff the public counter to assist c'-- w
residents, business owners and the development LL
community. .
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Fiscal Year 2014 15" l'rc'liminar■ liud_ct I'a 2c 51 L' •1;i
• Continue to administer the Historic Preservation program including landmark E
designations, Mills Act contracts and Certificates of Appropriateness.
• Continue to implement the General Plan policies and goals.
• Continue to implement Community Development Block Grant (CDBG) and Home
Improvement city-wide programs.
• Continue involvement in city-wide sustainability efforts for Rancho Cucamonga.
• Continue to ensure the quality of design and development within the City.
• Review the City's long-term objectives for the entire 6,000 acre Sphere area and
identify development, mitigation, preservation and annexation potential.
• Continue to work with SANBAG on the San Bernardino County Reduction Plan on
Greenhouse Gas emissions.
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As the economy has improved, the Planning Department has seen an increase in counter
visits and counter calls over last year and anticipates that level of activity to continue. The
cycle of development activity is once again on the upswing. With the City reaching a
more mature state of development, the type of activity which happens most frequently is
now in-fill development. In-fill development requires increased interaction between
developers and staff to insure quality projects and places different demands on the
current staff, in addition to the demand of keeping up with new projects and increasing
activity.
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Again, keeping with the theme of reinvention, the Planning Department will be
reorganized and will adopt some creative staffing changes to promote depth of knowledge o
and skill sets among the staff, while planning for the future. In this case, Planning has
identified an approach that seeks to meet staffing requirements by shifting and realigning
work, rather than adding to the overall number of budgeted staff positions. Changes
include reclassifying certain positions to require a higher level of skill and experience,
reducing some positions to a part-time level, and replacing the full time Senior Planner
with a part-time Planning Manager. As part of this reorganization, the Planning Manager
will be reclassified to Planning Director, a position that had been previously eliminated in o
2012 due to budget constraints. The net budget impact of these changes is nominal. w
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Among the new and modified part-time positions will be the City's first designated o
"work/life balance" positions, which are part-time, semi-benefitted positions that are
designed to retain or attract professionals that are seeking part-time work as an
alternative to leaving the workforce entirely to care for young children or elderly parents,
or for other personal reasons. This is an innovative approach and in keeping with our
Team RC philosophy that specifically "embraces a healthy life/work balance".
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Following are a few examples of some of the more notable high-profile projects that the o
Planning Department will be managing in FY 2014-15:
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kcal year -2O I-4 15 L••;:•
• Victoria Gardens
Victoria Gardens is celebrating their 10 year anniversary in 2014 and is looking to
rebrand Monet Avenue to create a dynamic street edge to reenergize the
underperforming retail frontage. They are looking to create a more sophisticated
modern look to Monet Avenue but are also looking at how to rebrand and develop
other areas of the property. Already Victoria Gardens has begun adding new
retailers and restaurants throughout the facility. Charming Charlie's recently 7.
opened, along with Brio and soon Paul Marten's American Grill. A Victoria
Gardens Master Plan Amendment and environmental review will be necessary to
accommodate the changes to the Lifestyle Center.
• Walmart °
In 2012, Walmart submitted a proposal to construct an 189,000 square foot
Walmart Supercenter with 62,000 square feet of additional retail space at the
northeast corner of Foothill Boulevard and Mayten Avenue. For over a year now,
Walmart has been working on their Draft EIR and it is not anticipated to be
completed and ready for public review until 2015. Once revisions to the EIR are 3
made a draft will be released for public review and comment and then the project
can be reviewed by the Planning Commission. We expect this project to continue
into the foreseeable future.
• Empire Lakes 7,
The Lewis Operating Corp is proposing to redevelop the Empire Lakes golf course a
as an urban infill project and create a vibrant multi-modal, active, healthy safe
community. The new community is expected to appeal to a user group that is o
currently not supported with existing development with a dependence on the
existing Metrolink station, innovative shopping opportunities, higher density transit
oriented urban development and active spaces for recreation and concierge
services. This project is anticipated to be an 18-24 month project. LL
• Residence Inn Hotel
A 126-room Residence Inn was approved in early 2014 by the Planning
Commission and is scheduled to break ground this fall. It is located on the
southeast corner of Haven Avenue and 6th Street. o
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• Zion Enterprises ProjectNVLC Architects
Staff has been working closely with the property owner and architects for a project Z
just west of City Hall located at Haven Avenue and Civic Center Drive. The project
has been reviewed by the Planning Commission regarding the overall site
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planning, architectural design and potential impacts. The project applicant has a
proposed a very modern architectural style that is uncharacteristic of the "winery LL
style" architecture that is found throughout the city and will bring a new urban look
to the core of Rancho Cucamonga.
Fiscal Year .2(11-4 1 1'reliminar' I�uil��cl - Page �., L�
• Lennar Homes and Goodman Rancho
These two proposals are each approved projects along Arrow Route. Lennar
Homes is building 291 single-family homes on the north side of Arrow Route, east
of Etiwanda Avenue. Goodman Rancho is constructing two large industrial
warehouse buildings of 590,168 square feet and 1 ,076,920 square feet on almost
75 acres at the southwest corner of Arrow Route and Etiwanda Avenue.
I-
• Biane Winery/Biane Business Park
This is a partial-build that includes the demolition of several buildings that have
been found to be non-contributors to the historic winery. This warehouse addition
will be 122,304 square feet and will be added at the original location of the winery
on the south side of 8th Street between Hermosa and Archibald Avenues.
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• Industrial Rezoning
An identified Council Goal, staff will be evaluating many industrial areas that often
see quasi-retail business development to determine if there is a need to rezone
select parcels or areas to provide more retail zoning designations.
• Mixed Use/TOD Development
The next phase of this ongoing project is to review best practices from other
jurisdictions and solicit feedback from stakeholders to determine how best to
implement mixed use/TOD development standards into the Development Code.
Finally, the Community Development Block Grant (CDBG) 2014 Annual Action Plan was
based on the federal appropriation of $802,705, which represents a .59% funding
reduction from the 2013-14 program year, and a 27% funding reduction from the 2010-
11 program year. The CDBG program maintains the currently funded activities: the Home o
Improvement Program, wheelchair ramps, sidewalk repair and the Graffiti Removal
program. It also allows assistance to various public service providers including those
administered by the City and those administered by outside organizations (the House of
Ruth, Inland Mediation, etc.)
The Building and Safety Division, in partnership with the community:
• Supports community improvements through plan checking, permit and inspection 8
services to meet construction codes, state mandated
regulations and municipal codes. 2
• Works with other City departments to apply regulations and ">
conditions to construction projects.
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Fiscal Year 2014 Prcliminar∎ 13ud��ci - Page 54
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• Enforces the City ordinances and municipal codes through the /
Code Enforcement Unit. _'_ a
• Coordinates and assists other City departments in managing
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building capital improvement projects. `n • a E
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Building and Safety enforces a series of nationally recognized standards and construction
codes as well as mandates from state regulatory agencies, in matters pertinent to grading,
drainage, and water quality. In addition, Building and Safety enforces compliance to
codes as it relates to energy, physically handicapped persons, places of assembly, and
housing. Field inspections and follow-up construction related complaints are performed k
by field inspectors. Plan checking is accomplished by in-house plan check staff and ro
through the use of contract engineers, in order to meet the goal of quality service to the o
development community.
• The Building Inspection Unit, performs all fire, life, and safety inspection
activities including compliance with the Uniform Building Code, Municipal Code
and Fire Code.
• The Code Enforcement Unit is responsible for the enforcement of the City's
zoning, sign, public nuisance, noise, and various City codes. This unit also directs
the Code Enforcement Volunteer Program.
FY 2014-15 Budget Highlights To
• Implement the use of the new permit software — Accela Automation. This is a -
significant transition for the department and its customers, as the new system is
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used not only for permit issuance and information management, but also for
scheduling inspections and conducting inspections in the field. Use of Accela will o
greatly improve employee productivity and customer convenience.
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• Comply with the state mandated mobile home park safety inspections.
• Provide and coordinate the activities of three neighborhood clean-ups during this o
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fiscal year.
• Work with businesses to ensure compliance with sign and shopping cart
ordinance. o
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• Consolidate and provide shared services among the department's key work units
and collaborate with all city departments on special projects. o
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During FY 2014-15, the Building and Safety Department proposes to reorganize. This is
an excellent example of City efforts to re-think our staffing model for a new working z
environment. The Department proposes to fill the vacant Inspection Supervisor position
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by internal recruitment, and delete the resulting vacant position. They will also downgrade LL
a Senior Building Inspector to Inspector, and retitle the Senior Fire Plans Examiner to Fire o
Plans Examiner. By implementing these changes and reorganizing the work to eliminate °
a separate fire construction services function, the Department can create a new Building
Fiscal Ycur2014 1' I'rcliminar. 11u(112(21 Pa, 55 �T
& Safety Manager to improve supervision and workflow management, without adding any
additional net personnel to the department. The resulting personnel will be cross-trained
in both regular building and fire construction requirements, and the Manager position 8
addresses a key succession planning need for the Department.
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The Public Works Services Department's mission is to provide •N.:-? —
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effective and efficient stewardship of the City's public works
infrastructure. The Department is comprised of the following sections: ., •'_. _
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• Facilities: Serving 14 facilities (1 million square feet) �`. t.,-
• Parks and Landscape: Maintaining 29 parks, 125 street ' , . °
frontage miles of landscape, 72,000 trees, paseos and trails
8 N
• Street/Fleet/Storm Drain: Care for 524 roadway miles and "`'
4,171 catch basins and 203 vehicles, 142 On and Off road equipment, traffic
signals regulatory signs, and graffiti removal
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• Administration/Project Management: Manage departmental support services,
contracts, budget and capital maintenance projects as budgeted =
You can find staff working all hours of the day, nights and weekends to keep Rancho
Cucamonga a beautiful and safe place to live and work.
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FY 2014-15 Budget Highlights To
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• Continue to work with GIS Division to implement use of iPads in the field to collect
real-time tree and signal maintenance data to update the City's tree and traffic s
signal inventory and determine the appropriate maintenance schedule. In addition, `s
add iPads to traffic sign inventory, as well as traffic sign and storm drain o
inspections to improve staff efficiency, recordkeeping and maintenance schedules.
Look into future usage of iPads in the areas of Water Management and mapping,
Playground Safety Inspections, IPM (integrated pest management) and Park
Facilities repairs and inventory. o
• Work to complete the Council Chamber technology infrastructure replacement
necessary to provide reliable support for public meetings.
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• Utilize additional funding for tree trimming to improve tree trimming cycles; utilize w
additional funding for concrete repair throughout the City to manage the City's risk.
2
• Continue efforts to reduce costs in LMD 1 and PD-85 due to funding shortfalls. z
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• Implement the new design for water conservation and landscape renovation for o
LMD 4. w
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• Expand CNG fueling station to accommodate the expanding CNG fleet and add a w
fuel management system to track usage from fast-fill dispenser and have the ability
to sell CNG fuel to other public agencies. This expansion will double the station's
output. 8
- . . _ . - , --._ .1• - . -
I-iscul '\car "2(0I4 15 Preliminar" Budget et fall, 56 L. •:.J
• Continue commitment to greener fleet by replacing vehicles and equipment with E
alternative fuel options.
• Begin the replacement of the roof (phase 1) and patio (phase 2) at City Hall to
meet the new Title 24 Cool Roof requirements and seal all penetrations and joints
to prevent water intrusion.
• Continue monitoring water usage for city-wide landscaping and retrofitting
locations with reclaimed water where available from CVWD. In addition, in FY
14/15 we will begin upgrading our Calsense irrigation monitoring system
communication from telephone to radio and Ethernet connections which will
reduce long term costs associated with the use of phone lines.
• Continue work on other energy efficiency projects such as the Civic Center
Landscape Renovation and the Civic Center Parking and Exterior Lighting
Replacement projects.
Library Services
The Library continues to be very busy, circulating over 1.1 million items in the past year
and having almost 600,000 visitors. The Library offers over 80 programs every month to
the public ranging from computer classes to book clubs to story times to after school
reading programs to one-on-one adult literacy training. In FY 2013-14, the Library also
held a number of large, well-attended programs celebrating Black History Month, Hispanic
Heritage Month, Local Historic Preservation Month and another successful Library To
Telethon. eL
In FY 2014-15, the Library is looking at user trends and will increase funding for eBook
and downloadable audio books since in the past year, check outs of these digital formats
increased over 75% from the year before. Improved digital resources include the
following:
• Overdrive is an electronic database that provides RCLS cardholders access to
4,000+ eBooks and 3,000+ audiobooks that can be "checked out" like a book at
the library. The additional funds requested in the FY 2014-15 budget will allow
RCLS to provide access to 400 more eBooks and audiobooks.
O
• Zinio is an online magazine database that will allow complete access to the most
popular magazines on the market. Magazines can be downloaded by library
cardholders and used on a computer, tablet or phone. Offering Zinio will allow o
RCLS to offer unlimited access to the most popular magazine titles electronically.
• Freegal is an online music database (very similar to iTunes) with a catalog of over
7 million songs from 28,000 music labels. RCLS cardholders can download or w
stream music from Freegal to their computer and mobile device and will have a
weekly allotment of 3 downloads per week and daily streaming allotment of 3 hours
of music per day. 8
f i eal bear ?1114 15 I'rcliminar Iiu�1 ct I'aL!c 57 ••••
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The Library also received two major grants from the California State Library; the first is to
create "Pop Up RC!" which is envisioned as a mobile City Hall, and can provide a variety
of City services ranging from business licenses to library story times to animal micro-
chipping to sidewalk CPR classes depending upon the venue. The second grant is the
Digital Literacy Evaluation project which has been designed to provide technology access
for children, and to gather information about technology devices for children done by an
independent evaluator. As part of this project, training has also begun on ways to
incorporate iPads into story time so that staff can model interaction and the use of literacy
based apps with parents to use with their children. Both of these projects are being
monitored with interest by the State Library because they are seen as innovative,
groundbreaking projects that potentially will have impact on libraries not only in California
but on a national level as well.
0
The Library's entrepreneurial endeavors continue to be successful, including the
implementation of a second passport acceptance agency at the Archibald Library,
continued sales of a newly-redesigned (and more economical) Play and Learn IslandTM
to other libraries throughout the State of California, and
working once again with the California State Library to
implement another round of the Staff Innovation FundTM to
seven additional public libraries in the State. Finally,
f1
building on the momentum of the recently-awarded National ,
Medal for Museum and Library Service, the Library is
working with an architect to develop the second floor of the
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iane Library into the Rancho KIDS interactive learning ![at�0,,w„r;4 '
center. Library capital funds will be used to finalize design • .r
drawings and establish cost estimates to do the necessary 4� F
tenant improvement for making it a usable, programmatic
space in the short term so that the Library can cast the vision for future donors and funding
partners on the ultimate potential for the Rancho KIDS interactive learning center.
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1-iscal Year r 21)14 15 Prcliminan. Buduet L.-;:�
Attachment B
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(:ALIT oRNIA u
2014 CITY COUNCIL GOALS r,
These 2014 goals were developed at the January 2014 City Council goal-setting session. As noted, many of
these programs and projects are multi-year in nature, in order to develop and implement.
PUBLIC SAFETY
Proactively develop public safety programs and facilities to meet community needs.
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It. By June 2012, complete construction drawings for a training facility at Jersey Station (174). Fire District (prior
year Council Goal)
' ` By June 2013, implement a comprehensive field-based data collection system for the Fire Prevention Bureau.
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Fire District (prior year Council Goal)
it By June 2014, create a Rancho Cucamonga Animal Care and Adoption Center Foundation and Endowment Fund
to fundraise for enhanced animal care services and facilities in the community. Animal Services (prior year
Council Goal)
't By December 2013, present to the City Council for approval a restructured spay and neuter voucher program to
more effectively reduce pet and stray animal population. Animal Services (prior year Council Goal)
it By June 2014, conduct a security assessment for all City and school district facilities, as applicable. Police (prior
year Council Goal)
• By October 2014, coordinate an Active Shooter training exercise with Chaffey College at the Rancho Cucamonga
campus. Fire District
It By September 2014, work with the Sherriffs office to identify a vendor, through a competitive process, that can
provide the equipment, training, and all infrastructure needed to implement automated license plate camera
readers. Police
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it By July 2014, prepare for Council consideration a strategy to implement a Community Cat program as part of the
implementation of the Animal Center Strategic Plan. Animal Services
It By July 2014, prepare for Council consideration a policy for owner requested euthanasia as part of the
implementation of the Animal Center Strategic Plan. Animal Services
'!F' By December 2014, provide training to additional Community Development staff for building damage assessment o
in order to assist building inspectors in the event of a major disaster. Building & Safety
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PARKS AND RECREATION DEVELOPMENT o
Proceed with planning and development of major parks and recreational projects.
It By June 2012, complete construction drawings for the Southwest Park project funded by the 2008 Statewide Park Z
Development and Community Revitalization Program. Community Services (prior year Council Goal)
I' By September 2014, utilizing results of the 2013 Needs Assessment, prepare a Park and Recreation Master Plan o
to guide the development of parks, facilities, special use facilities and programs for the next 10-15 years.
Community Services (prior year Council Goal) °
it By March 2015, develop a prioritized list of potential options for the replacement of the RC Family Sports Center,
including funding and timelines for City Council review. Community Services
Fiscal Year 2014 15 I'reliminar\ l3uk_11_2L•t Page 59 'L°: j
14' By March 2015, develop a plan for enhancements to the Cultural Center Courtyard that include shade and seating,
directional signage from parking areas and design work for future capital improvements. Community Services
0
ENHANCING PREMIER COMMUNITY STATUS
As the community matures, undertake programs and projects to enhance Rancho
Cucamonga's position as the premier community in our region.
It By December 2013, implement a grant-funded Healthy RC Kids Program to develop policies to increase
opportunities for physical activity and access to healthy food with an emphasis on southwest Rancho Cucamonga. .
City Manager's Office (prior year Council Goal)
t By June 2011, negotiate updated joint use agreements with the elementary school districts. Community Services
(prior year Council Goal)
it By August 2013, begin construction of the Base Line Road and 1-15 Interchange project. Engineering (prior year 2
Council Goal)
it By May 2015, complete a study and bring forward recommendations concerning the City and Fire District
development impact fee program. Evaluate what fees may be needed for new development to fund the
infrastructure necessary to support residential and commercial development through General Plan build-out.
Community Development/Fire District(prior year Council Goal) 3
14 By August 2014, research pay to park, lease/own options, and potential third-party administrators for cost analysis
of a Paid Parking Program at the Metrolink Station. Engineering(prior year Council Goal)
it By December 2013, develop and present to City Council a long-term post Robert Woods Johnson Grant strategy j
to maintain Healthy RC momentum and success. City Manager's Office (prior year Council Goal)
It By June 2014, prepare and present to City Council a long term Economic Development Strategy which optimizes
the value and contribution of all city and public safety departments in promoting the City as the premier business
community of the Inland Empire. Community Development(prior year Council Goal)
' By June 2015, complete the design drawings for a proposed widening of Hellman Avenue at the Metrolink tracks, o
including a Traffic Signal at 8th Street, and construct the improvements. Engineering s
t By June 2014, complete construction drawings for the redesign of Landscape Maintenance District 2, Landscape o
Maintenance District 4R and the Civic Center landscape so it is water and maintenance efficient, Public Works
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It By December 2014, explore the feasibility of purchasing the 17,000 existing City street lights from SCE and
handling all of the operation and maintenance in-house. This would provide a significant cost savings to the City in
the long run due to a lower streetlight tariff for the City from SCE. Engineering o
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It By December 2017, position the City to improve its issuer credit rating from the current AA (by S&P) to AA+ or
AAA in the next three years. Finance
' '' By March 2015, retain an architect to prepare design and development plans, including cost estimates, for tenant 8
improvements for the second floor of the Biane Library at Victoria Gardens. Library
it By March 2015, using the Healthy RC Strategic Plan, identify the health issues from the community assessment
that fall under the City's purview and develop an action plan for the Healthy RC Core Team. City Manager's
Office
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it By December 2014, work with Metrolink to establish a cooperative Agreement to allow the City to access the Z
Metrolink right-of-way on an as needed basis for graffiti removal. Public Works
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It By June 2015, develop a Communications Plan and Evaluation Plan, including an email GIS database, in order to F
identify the tools to measure effectiveness of Healthy RC Initiative as part of the Phase II of the Healthy RC o
Strategic Plan. City Manager's Office
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Fiscal Year 2014 1 I'a,gc
MID AND LONG RANGE PLANNING
Begin efforts to develop mid-range and long-term goals and vision for the City.
▪ By January 2014, develop and present to City Council a long term financial plan for the fiscal sustainability of the
City's special districts (LMD's, SLD's, CFD's). Administrative Services (prior year Council Goal) 8
it By September 2013, review areas with industrial zoning along arterials for possible rezoning to permit more
commercial/office uses. Example of one such area is Rochester/Jack Benny by Quakes Stadium.
Planning/Community Development(prior year Council Goal)
8
If By March 2014, review the City's long term objectives for the entire 6,000 acre Sphere area and identify
development, mitigation, preservation and annexation potential. City Manager's Office/Community
Development(prior year Council Goal)
` By January 2016, utilizing the SCAG Sustainability Planning Grant award, commence the development of a
citywide sustainability action plan. City Manager's Office/Planning
By July 2015, develop standards to address mixed use, high density, Transit Oriented Development and o
underperforming or underutilized areas and initiate a Development Code amendment to incorporate new ^'
development standards. Planning
it By May 2016, review the City's zoning districts and evaluate/investigate creating overlay districts or specific plan
areas that will create villages or development districts in order to revitalize underperforming or underutilized areas
and create synergy amongst the varying land uses. Planning
* By September 2014, prepare a report for Council discussion that provides an updated analysis of the economic
impact of Proposition 90. City Manager
OTHER OBJECTIVES:
Begin multi-year process of revising and/or implementing major City documents and
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systems, including:
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'!` By April 2014, implement Accela Automation, the new land management enterprise system. Administrative
Services (prior year Council Goal) .
it' By September 2014, complete Council Chamber technology infrastructure replacement necessary to provide
reliable support for public meetings. Public Works (prior year Council Goal)
' ` By December 2014, develop a list of options and cost analysis for replacement in 2014/15 of the CLASS Software
system including solutions for program registration, facility scheduling, on-line booking, and league scheduling.
Community Services
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Fiscal Year 2.01-1'15 Prcliminar\ Pa2c 61 L•':
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kcal Year 2(114 15 I'rcliniinur\ I;uJ12L•t I'auc 64 12107
CITY OF RANCHO CUCAMONGA, CALIFORNIA E
Fiscal Year 2014/15 Preliminary Budget
City Officials .E
ro
City Council
Name Term Expires
L. Dennis Michael Mayor 2014 N
Sam Spagnolo Mayor Pro-Tern 2016
William J. Alexander Council Member 2014
Marc Steinorth Council Member 2016
Diane Williams Council Member 2014
Administration and Department Heads
City Manager John R. Gillison
Assistant City Manager Linda Daniels n
Deputy City Manager/Administrative Services Lori Sassoon
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Deputy City Manager/Economic and Community Development Jeff Bloom °
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City and Redevelopment Agency Attorney James L. Markman
Treasurer(term expires 2016) James Frost
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City Clerk (term expires 2016) Janice C. Reynolds
Assistant City Clerk/Records Manager Debra McNay .c
Animal Services Director Veronica Fincher
Building and Safety Official Trang Huynh }
Community Services Director Nettie Nielsen °
Engineering Services Director/City Engineer Mark Steuer
Finance Director Tamara L. Layne o
Fire Chief Mike Bell
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Human Resources Director Robert Neiuber
Library Director Robert Karatsu LL
Police Chief Tony Onodera
Public Works Services Director Bill Wittkopf o
I iscal ' c.ir .2(114 15 I'reliniinar% I;tkIt.ct •:;_]
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1 iseal Year ?'(1I- 15 Prcliminar% Bud: et Pa Ile 66 I , •••
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CITY OF RANCHO CUCAMONGA, CALIFORNIA E
Fiscal Year 2014/15 Adopted Budget
Organization Chart
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Citizens
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Rancho Cucamonga
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City Clerk City Council City Treasurer
City
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Attorney
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City Manager I
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Administrative Animal Care _ Police Economic and
Services and Services Department Community
Admin/GIS/IS/Purch/Spec Dist Development
Community Fire
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Services District o
Library L
Human Services °
Resources
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Building and Engineering Planniin Public Works
Safety Services g Services
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Fiscal 1'ear 2014 15 I're l itninar\ f;ud2ct I'a (,R •• ••••
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Budget Guide
The purpose of the City of Rancho Cucamonga's budget is to serve as a "blueprint" for providing City
services and as a working financial plan for the fiscal year. It also represents the official organization
plan, by which, City policies, priorities, and programs are implemented. It provides the means to
communicate to the residents, businesses, and employees how the City's financial sources are used to
provide services to the community. The budget includes both the operating costs to manage the City and
the capital improvement projects that the City plans to undertake during the fiscal year.
The budget is organized by fund,by department, and by account. A fund is defined as a fiscal accounting
entity with a self-balancing set of accounts recording cash and other financial resources, together with all
related liabilities and balances, which are segregated for the purpose of carrying on specific activities in
accordance with special regulations, restrictions, or limitations. A department (e.g., Administrative
Services) is an organizational unit with divisions (e.g., Purchasing). "Line" accounts provide the details
of the type of expenditure that each department/division spends—e.g., salaries, benefits, supplies, and so
forth.
The budget document can be broken down into the following sections:
Budget Message: This section includes the City Manager's executive summary to the City Council and
describes what is in the budget, including budget issues and policies that lead to the development of the
budget.
General Information: This section includes a listing of City Officials; a City-wide Organization Chart;
a Budget Guide; and a description of the Budget Process.
Summaries of Financial Data: This section provides a variety of financial analyses such as multi-year
revenue comparisons for the operating budget and the total budget; multi-year expenditure comparisons
for the operating budget and the total budget; and the beginning and ending fund balances for each fund.
Departmental Details: This section divides the document by department. It starts with City Council. a
The reader will find a narrative of the department describing each division and each program within that a
department; current year budget highlights; multi-year comparisons of expenditures by funding source
and category; and multi-year summaries of budgeted full and part time staffing. o
Capital Improvement Program: This section provides a summary of the capital improvement projects
planned for the year including their descriptions, funding sources, and the estimated cost of each project. Z
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Budget Process
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The City's budget process begins in January. The City Manager outlines the goals and directives
for the development of the coming year's budget based on the results of the semi-annual Council
goal setting workshops. Finance distributes the budget calendar, instructions, forms, and budget
worksheets to the departments. Public Works Services coordinates the departmental building
modification and vehicle replacement requests. Engineering coordinates the capital improvement
project requests. z-
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After the departments have input their budget requests, Finance compiles the data and calculates
the total amount requested including estimated revenues and projected fund balances. The City
Manager and Finance Director hold departmental budget meetings. Subsequently, the City
Manager makes his recommendations and Finance prepares the proposed budget document. The
City Manager submits the proposed budget to City Council. The Council conducts a budget study
session; sets a public hearing; and adopts the budget prior to the beginning of the fiscal year.
After the budget is adopted, staff integrates the budgetary data into the City's accounting system.
Month-end reports are distributed to the departments to monitor budget performance throughout
the year.
Capital Improvement Projects Budget Process: The City maintains a rolling Five-Year Capital
Improvement Program(CIP). In February each year,the Engineering Services Department solicits
proposals from the other City departments for inclusion in the coming year's capital improvement
projects budget. Around the same time, the Finance Department provides Engineering Services
the estimated fund balances available for appropriation for CIP. These fund balances usually come
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from Special Revenue Funds and Capital Projects Funds. Both these fund types are earmarked for o
specific uses.
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Engineering Services staff then prepares the Capital Improvement Project form, which provides LL
detailed information about the proposed capital improvement project. Typically, a project costing
$5,000 or more (with some exceptions depending on the type of project) is categorized as a capital
improvement project.
During the departmental budget meetings, the City Manager and staff conduct a"walkthrough"of
the various proposed projects. After the City Manager's evaluation of what will be included in the
proposed budget, the CIP is submitted to the Planning Commission to determine if the projects
conform to the General Plan. The proposed CIPs relating to parks are also submitted to the Parks 2
& Recreation Commission for comments and recommendations.
>
a
Budget amendments: Supplemental appropriations,when required during the fiscal year,require
approval by the City Council. Although supplemental appropriations can occur throughout the Z
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fiscal year, a comprehensive update to budgeted figures occurs once per year as part of the
Amended Budget process which is presented to the City Council in May each fiscal year. Budget
changes within each department or between accounts are approved by the City Manager and/or the o
respective department head depending on the dollar threshold of the budget change.
I 1,,,11 l',11 '111.4 I'r�liiuiii.0 Iii l l I':ic. -�� ••••,
.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Budget Process
0
Basis of budgeting: The City uses the modified accrual basis in budgeting governmental funds.
This means that obligations of the City, including outstanding purchase orders, are budgeted as
expenses and revenues are recognized when they are both measurable and available to fund current 1-
expenditures. To
For proprietary funds, the budget is prepared on a full accrual basis. This means expenses are
recognized when incurred and revenues are recognized when due the City. Depreciation expense
is not included in budgeting for proprietary funds but the full purchase price of equipment is
included in the budget.
Basis of accounting: The City uses the modified accrual basis of accounting for governmental
funds. Revenues are recorded when measurable and available to fund current expenditures.
Expenditures are recorded when the services are substantially performed or the goods have been
received and the liabilities have been incurred. The City's proprietary funds use the full accrual 3"
basis of accounting; revenues are recorded when earned and expenses are recorded when incurred.
Budgetary control is maintained at the department level within each fund. The City also maintains
an encumbrance accounting system budgetary control. Estimated purchase amounts are
encumbered prior to the release of purchase orders to vendors. At fiscal year end, all operating
budget appropriations lapse. Open encumbrances are reported as reservations of fund balances at
fiscal year-end.
Budgetary Data: Annual budgets are legally adopted for all funds on a basis consistent with
generally accepted accounting principles, except for the following funds for which no budget is
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proposed for FY 2014/15:
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Special Revenue Funds:
Cal Trans Reimbursements AD 93-1 Masi Commerce Center
Henderson/Wardman Drainage Etiwanda No. Equestrian Facilities
General City Street Lights SB 140
Fire Technology Fee Fund Various Grant Funds
Capital Projects Funds: 2
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ADs 82-1, 86-2 CFDs 2000-01, 2000-03, 2003-01, o
2006-02
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The following Flow Chart describes the City's annual budget process. mw
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I i.L;il l cu I':i:
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Budget Process
0
FLOW CHART
January February
FINANCE DEPARTMENTS
Analyze and Project Early January Submit Budget
Revenue Estimates Requests to Finance
Department
BUDGET
KICK-OFF I
February February/March
FINANCE FINANCE
Present Mid-Year Review and Analyze
Budget Review Budget Requests/
Finalize Revenue
Projections
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March ♦ April April
CITY MANAGER/ ENGINEERING/ FINANCE
FINANCE DIRECTOR PUBLIC WORKS
�- ► _ ÷ Prepare Proposed
Budget Meetings with CIP presented to Budget
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Departments Planning Commission
7
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May June June
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CITY MANAGER CITY COUNCIL/ CITY COUNCIL 0
CITY MANAGER >
Submit Proposed Hold Public Hearing &
Budget to City Council Conduct Budget Adopt Budget
Study Session
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I i,ral fear 2014'15 Prcliminar\ I
•_• ••,
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Revenue and Resource Estimates
0
The City receives a multitude of revenue from many sources, most of which must be accounted
for separately and their identity kept intact. Revenue projections in the Fiscal Year 2014/15
Adopted Budget are estimated using historical information, expert analysis, data collected from 8
the State Controller, the State Department of Finance, the League of California Cities, the San
Bernardino County Auditor-Controller's Office, and numerous financial indicators. Utilizing
historical revenue data, a general sense of the economic status of the local community, and other
indicators noted above, the City's budget staff produce a financially conservative picture of the
near future.
co
Concurrent with the near-term revenue projections, City budget staff, using the same data and
historical data noted above,keep a running five-year forward projection that we use in conjunction
with our near-term estimates to help guide the agency's medium and long-term planning for
expenditures.
Major Revenues of Funds
Operating Budget. The City's Operating Budget, which is comprised of the City General Fund,
Fire District Operational Funds, and City Library Fund, is primarily supported by seven key
revenue sources. These key revenue sources include: sales tax, vehicle license fees (VLF and
Property Tax in Lieu of VLF), franchise fees, property tax, development fees, business licenses,
and transient occupancy tax.
ri
Sales Tax. California sales tax is imposed on the total retail price of any tangible personal property o
(excluding a variety of state mandated exemptions), while use tax is imposed on the purchaser for `s
eligible transactions when sales tax has not been collected. The sales and use tax rate in San o
Bernardino County is currently 8.00%, of which Rancho Cucamonga receives 1% from the
California State Board of Equalization (SBOE) for transactions occurring within the City. The
City also receives its share of the Proposition 172 half-cent public safety sales tax from the County
of San Bernardino in addition to the amount distributed directly by the State. The City works o
closely with its sales tax consultant, HdL Companies, in projecting sales tax revenue. Based on z-
HdL's analysis of the trend in year-to-date tax receipts, macroeconomic conditions (done in
collaboration with its partner Beacon Economics) and an examination of local business data, the
consultant anticipates the City will receive sales tax revenue of$26.5 million for FY 2014/15, a W
260,570, or 1.0%, increase over the FY 2013/14 budget.
Vehicle license fees(VLF and Property Tax in lieu of VLF). The majority of this revenue source
is Property Tax in lieu of VLF and is a result of the VLF for property tax swap of 2004 which was o
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part of the state-local budget agreement. Growth in this revenue source is based on the increase a
in the City's assessed valuation of the properties within the City. This was a change from the LL
growth factor used for VLF which was the change in the City's population. The City works closely
with its property tax consultant, HdL Coren & Cone, to project the growth in the City's assessed
valuation.
f
1.,,11 Sul 1 "; I1u4ct ,()
• •••
_--•:.•.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Revenue and Resource Estimates
N
SB89 of 2011 eliminated, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated
under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature's efforts
to solve the state's chronic budget problems, the bill shifted all city VLF revenues to fund law 8
enforcement grants that previously had been paid by a temporary state tax and—prior to that—by
the state general fund. The League of California Cities challenged this action in court as a
Constitutional violation. Unfortunately, in March 2013, the petition was denied. Staff will
continue to track any new developments in this area regarding potential appeals,etc. Cities should
expect zero VLF revenues on a go forward basis unless and until there is a change in law. The
City receives a small amount of VLF in Excess from the State which is allocated under Revenue
and Taxation Code Section 11001.5(b). Half of these revenues go to counties and half go to cities
apportioned on a population basis. Overall revenues for vehicle license fees (VLF and Property
Tax in lieu of VLF) are projected to be $14,991,030 which is a$127,210, or 0.86%, increase from
the FY 2013/14 budget.
4,
Franchise fees. The City receives franchise fees for gas, electric, refuse, and cable providers
within the City as "rent" for the use of the streets and rights of way within our municipality.
Revenues are projected based on estimated population increases (based on the State Department
of Finance's population estimates adjusted for the impact of the projected date of build-out in the
City), anticipated rate changes, and known changes in activities communicated by the respective
service providers. Franchise fees are projected to increase $368,480, or 6.2 0/0, from FY 2013/14. To
Property tax. Property tax is an ad valorem (value-based) tax imposed on real property such as
land, buildings, and tangible personal property. Property tax revenue is collected by the County o
of San Bernardino and allocated according to State law among cities, counties, school districts, `s
and special districts. Rancho Cucamonga property owners pay a basic tax equal to 1% of the
assessed value on real property. The City's share of this property tax dollar is approximately 5.11
cents (shared between the City General Fund and City Library Fund) and the Fire District's share
of this property tax dollar is approximately 12.48 cents, for a total of 17.59 cents for the City's
operating budget. The City works with its property tax consultant in projecting property tax o
revenue, an estimate made with four factors in mind: property turnover rate, pricing and appeals
exposure, new construction activity, and Proposition 13's annual inflation adjustment. After
considering these factors, the City's consultant has projected that Rancho Cucamonga's property
tax revenue will increase 4.89%.
Property tax revenues for the City General Fund have increased overall by $337,620 or 8.4%from Z
FY 2013/14, with property transfer taxes projected to decrease$104,340 or 12.6%. The Library's
property tax has increased $129,220 or 3.8% from FY 2013/14 and continues to include the o
statutory pass-through payment from the County of San Bernardino, formerly paid by the now
dissolved Redevelopment Agency. The Fire District General Fund property tax revenue has LL
increased by$1,986,300 or 10.6%from FY 2013/14,partially due to the County's annual inflation F
adjustment combined with new secured properties being added to the tax roll and positive home
buying activity. Additionally,a larger percentage of the Post-RDA property tax revenues are being
allocated to the Fire General Fund resulting in a corresponding decrease in these revenues being
I i',Lal l L,ir ?()I I I I'r�liinin:u� I u i_�t I':i � tii�
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Revenue and Resource Estimates
allocated to the District's Capital Reserve Fund. Property tax revenue for the Fire District's two
Community Facilities Districts (CFDs) decreased $238,730, or 3.1% from FY 2013/14 with no
increase in CPI required. Revenues for CFD 85-1 are down slightly due to a fine-tuning of the 8
application of the rate and method of apportionment for the CFD.
Development fees. Development fees are collected through the Community Development
departments and are projected based upon known or anticipated development projects within the
City. Depending on what phase a project is in for a given fiscal year, the corresponding Building
and Safety, Engineering,or Planning Fees are adjusted accordingly. Based on input received from
the Community Development departments,development fees are projected to increase $1,083,130
(excluding special services fees), or 37.9%, from FY 2013/14.
Business licenses. The City taxes businesses for the privilege of conducting business within the
City. The amount of the tax is determined based on either gross receipts or gross payroll for the
business. Business Licenses revenues are projected to remain at the FY 2013/14 Adopted Budget
level.
m
Transient Occupancy Tax (TOT). TOT is a 10%tax applied to the cost of hotel or other lodging
stays of less than 30 days. Factors influencing TOT revenues include business and leisure travel
and room rate increases. The growth factor applied to this revenue source is the Consumer Price
Index(CPI)as published by the U.S.Department of Labor, Bureau of Labor Statistics to anticipate
potential room rate increases as well as increased travel due to a slightly improving economy. The
Transient Occupancy Tax (TOT) has increased $454,470 or 21.4% from FY 2013/14.
The revenues discussed above total $87,755,540 and represent 83.8% of the City's Operating o
Budget and 51.1% of the City's overall budget.
LL
Other Funds. Revenues for the other City funds are comprised of various taxes, charges for
services, intergovernmental, and other sources. Property taxes are collected for the City's various o
Landscape Maintenance Districts (LMDs), Street Lighting Districts (SLDs), and various special
districts. These property tax revenues total $13,481,870, or 8.19% of the City's overall budget.
The amounts of the assessments have been calculated in accordance with the governing regulations o
and are assessed on a per parcel or per dwelling unit basis. Certain special districts have a
provision for an annual CPI increase, but the majority of the special districts do not have such a
provision. All revenues collected are legally restricted for use in the respective special districts Z
only. °
Additional property tax revenues are reflected in the Fire Protection Capital Fund in the amount
of$6,141,440, or 3.6 % of the City's overall budget. These property tax revenues represent the
tax increment that was collected by the Redevelopment Agency in prior years for Fire District
capital expenditures. Due to the elimination of the Redevelopment Agency on February 1, 2012,
these revenues are now distributed directly to the Fire District and will be used for the same capital o
expenditure purposes.
L.,tr 2(11 4 1 I'rL.:lin)in,nr\ Bttd_ct
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Revenue and Resource Estimates
us
Charges for services are received for Community Services recreational and community activities,
in the amount of $2,950,150, as well as for the City's Municipal Utility, in the amount of
$11,492,840, which provides electrical service to a portion of the City. Together, these revenues
represent 8.8% of the City's overall budget. All charges for services are set by fee resolutions
which are approved by the City Council and comply with all State laws regarding fees and taxes
including Proposition 26. Intergovernmental revenues include the various State Gas Tax revenues
as well as grant income received. The State provides revenue estimates during the City's budget
process and grant income is projected based on the amount applied for. Intergovernmental
revenues represent $14,100,480, or 8.6%, of the City's overall budget.
ti
Other sources of revenue include interest earnings,reimbursements from other funds,and transfers
in.
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I i��al l C.;ir '(114 15 Prclimil l\ I':i,2c X; •
City of Rancho Cucamonga, California
Revenue Summary by Category
Operating Budget*
Fiscal Year 2014/15 Preliminary Budget
C
Intergovernmental E
Other
Charges for Services 0.17%
332
3.59% . /o L,
Transfer In
Use of Money&Prop 2.25%
0.94%
Fines&Forfeitures
0.93%
Licenses&Permits
3.72%
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Taxes:
Property Tax** $ 52,420,270
Sales Tax 26,561,740
Franchise Fees 6,332,880
Transient Occupancy Tax 2,579,170 s
Admissions Tax 55,970 0
Subtotal-Taxes 87,950,030
Licenses & Permits 3,845,550
Fines& Forfeitures 956,880
Use of Money& Property 973,010 0
Charges for Services 3,713,160
Intergovernmental 172,860
Other 3,438,600 $
Transfer In 2,330,100
2
Total Operating Budget $ 103,380,190 0
a
*Operating Budget is comprised of the City General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and City Library Fund (Fund 290).
LL
**Includes Property Tax In-Lieu of VLF in the amount of$14,914,310 for the City General Fund
(Fund 001). o
_ _-.01111111.11111111 1-7(
•
•
I kcal Year x(11 1 I I'rclimin;u'■ Itu�i cl I'a !� S4 •�
•• I
kcal
City of Rancho Cucamonga
Revenue Summary by Category
1 Operating Budget
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 `o
u
2012/13 Adopted Preliminary
Actual Budget Budget
001 -GENERAL FUND E
E
TAXES $ 54,922,963 $ 54,888,180 $ 56,325,300 8
LICENSES&PERMITS 3,327,979 3,441,820 3,815,550
FINES&FORFEITURES 717,391 635,710 737,080
USE OF MONEY&PROPERTY 316,428 376,740 487,420 .
CHARGES FOR SERVICES 2,773,341 2,691,030 3,512,120
INTERGOVERNMENTAL 208,610 170,770 157,860
OTHER 3,552,435 1,937,810 2,516,210
TRANSFER IN 1,618,200 1,002,400 1,349,440 0
TOTAL 001 -GENERAL FUND $ 67,437,346 $ 65,144,460 $ 68,900,980
CU
281-FIRE FUND
TAXES $ 16,559,737 $ 18,710,210 $ 20,696,510 I
LICENSES&PERMITS 544,927 0 30,000 ii
FINES&FORFEITURES 53,350 49,620 39,800 3
USE OF MONEY&PROPERTY 70,863 100,290 316,590 ,
CHARGES FOR SERVICES 46,952 40,010 78,820 m
OTHER 776,759 654,870 731,970 m
TRANSFER IN 368,400 0 0 e
TOTAL 281 -FIRE FUND $ 18,420,989 $ 19,555,000 $ 21,893,690 I
To
282-COMMUNITY FACILITIES DIST 85-1 '
0.
TAXES $ 6,367,441 $ 6,383,630 $ 6,197,700
USE OF MONEY&PROPERTY (34,982) 19,280 30,200
CHARGES FOR SERVICES 2,931 3,600 3,600 0
OTHER 65,880 30,000 30,000 C
V•
TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,401,270 $ 6,436,510 $ 6,261,500 o
a
a,
283-COMMUNITY FACILITIES DIST 88-1 LL
TAXES $ 1,239,307 $ 1,282,540 $ 1,229,740
USE OF MONEY&PROPERTY (2,421) 0 0
c
CHARGES FOR SERVICES 1,120 1,120 1,120 Ei
OTHER 6,638 10,000 10,000 .
TRANSFER IN 598,550 729,770 980,660 I
TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,843,194 $ 2,023,430 $ 2,221,520 8
a<
W
290-LIBRARY FUND a
TAXES $ 2,736,286 $ 3,371,560 $ 3,500,780
FINES&FORFEITURES 190,229 175,000 180,000 9,
V1
USE OF MONEY&PROPERTY 83,023 178,380 138,800
0
CHARGES FOR SERVICES 109,173 76,500 117,500 LI
INTERGOVERNMENTAL 1,040 0 15,000 z
OTHER 115,000 140,000 150,420 LL
u,
TOTAL 290-LIBRARY FUND $ 3,234,751 $ 3,941,440 $ 4,102,500 LL
0
Y
TOTAL OPERATING BUDGET $ 97,337,550 $ 97,100,840 $ 103,380,190 0
IT: :...
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I>�:I1 � x';11 ,I)1-1 1 :' l'Ii�lllllll;U\ I�U.I��'l I';IL� N" �.:.�
'-•-••
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget
E
z
2013/14 2014/15 0
2012/13 Adopted Preliminary d
Actual Budget Budget
001-GENERAL FUND g
TAXES E
u°
4101 Property Taxes-CY Secured $ 3,686,876 $ 3,199,490 $ 3,406,830 iE
4102 Property Taxes-CY Unsecured 143,078 145,980 155,530 I.
4103 Property Taxes-PY Sec&Unsec 135,621 114,800 109,860
4104 Property Taxes-Penalties/Int. 171,177 175,500 184,080 u
4105 Property Taxes-Supplemental 91,801 78,800 147,820 if
4106 Property Taxes-Unitary 281,959 295,600 343,670
4107 Property Transfer Tax 886,956 827,300 722,960 0
4111 Property Tax In-Lieu of VLF 14,354,651 14,771,100 14,914,310 ^'
4112 Property Tax-Post RDA 525,043 810,480 0 a
4113 Property Tax-Post RDA Res Blc 0 0 810,480
4120 Sales and Use Tax 19,265,796 19,403,250 19,561,770 0
4121 Prop 172-Half Cent Sales Tax 444,509 430,170 479,380
4122 Sales Tax In-Lieu(Triple FIp) 6,870,670 6,467,750 6,520,590 3
4125 Transient Occupancy Tax 2,056,597 2,124,700 2,579,170 1
4126 Admissions Tax 78,508 78,860 55,970 m
4130 Franchise Fee-Gas&Electric 2,384,295 2,468,140 2,684,720
4131 Franchise Fee-Resid.Refuse 947,597 941,310 988,560 m
4132 Franchise Fee-Comm. Refuse 1,212,271 1,228,840 1,255,830 'v
v
4133 Franchise Fee-Cable 1,385,558 1,326,110 1,403,770 c
TOTAL TAXES $ 54,922,963 $ 54,888,180 $ 56,325,300 .�
Q
LICENSES&PERMITS
4201 Business Licenses $ 2,110,275 $ 2,251,140 $ 2,174,510 0
4203 Electrical Permit 40,647 0 0` s
4204 Mechanical Permit 32,648 0 0 2.1
0
4205 Plumbing Permit 30,624 0 0 a.
4206 Grading Permit 11,758 0 d
0 LL
4207 Building Permits 804,132 885,000 1,166,810
4209 Mobile Home Permit 5,149 2,800 5,940 .
4210 Bldg Permits-SB1473(90%to CA) (1,023) 550 670 8
4215 Animal Licenses 265,824 280,000 295,000 z.
4216 Parking Permits 0 0 55,000 v
4220 Other Licenses& Permits 27,944 22,330 40,990 a
0
4231 Business Licenses-P/Y 0 0 13,310
4232 Business Licenses-Penalties 0 0 63,320
TOTAL LICENSES&PERMITS $ 3,327,979 $ 3,441,820 $ 3,815,550 1
z
0
FINES& FORFEITURES
4301 Vehicle Code Fines $ 137,314 $ 127,370 $ 124,910 W
4302 Parking Citations 173,799 165,360 272,540 z
4306 Vehicle Release Fees 165,400 170,990 185,930 E-
4307 Citation Proof of Corr Fees 3,060 3,200 2,420
4308 General Ordinance Fines 39,405 38,830 41,260 LL 0
4309 False Alarm Fees 7,600 4,110 35,950 L-
4310 Loud Party Ordinance Fines 0 400 200 °
4313 Other Fines&Forfeitures 187,325 125,450 73,870
4314 Red Light Fines 3,489 0 0
,` " :41 �
I k:,11 l gar 21114 15 'reliminar 13uc1∎gei Page 86 ILA:'•
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget
L
2013/14 2014/15 0
u
2012/13 Adopted Preliminary v
Actual Budget Budget
TOTAL FINES&FORFEITURES $ 717,391 $ 635,710 $ 737,080 0
Y
USE OF MONEY&PROPERTY
4401 Interest Earnings $ 476,940 $ 322,230 $ 394,020
4402 Unrealized Gain (284,489) 0 0 i
4419 Other Rental/Lease Income 84,099 31,960 38,770
4440 Sale of Fixed Assets 39,877 22,550 54,630 N
TOTAL USE OF MONEY& PROPERTY $ 316,428 $ 376,740 $ 487,420
a
ti
0
CHARGES FOR SERVICES N
4501 Plan Check Fees $ 0 $ 800,000 $ 976,320
4502 Building Plan Check 806,852 0 0
4503 Electrical Plan Check 3,065 0 0 -
N
4504 Mechanical Plan Check 853 0 0
4505 Plumbing Plan Check 2,433 0 0
3
4506 Grading Plan Check 18,743 0 0 1
4508 Planning Fees 594,471 575,000 650,000
4509 Planning-Special Services Fee 398,989 440,000 440,000 2
4510 Engineering Fees 680,293 600,000 1,150,000 r
4511 Engineering-Special Services 0 50,000 50,000
4560 Fingerprint Fees 29,339 27,680 33,380 2
4563 Candidates Filing Fees 9,828 0 10,000 'a
4564 Returned Item Charge 235 250 650 vi
4565 Passport Processing Fees 200 0 0
4567 Passport Photo Fees 108 0 0 a
4570 Sale of Printed Materials 17,627 17,100 16,270 °
4571 Sale of Taxable Items 559 0 0 c
4580 Stadium Security Reimbursement 75 0 0 a
2
4602 Commodity Fee-Electric Util. 853 0 0 Y-
4630 Animal Adoption Fees 145,488 125,000 125,000 m
4631 Animal Spay/Neuter Fees 810 7,000 7,000
4633 Animal Boarding Fees 10,354 9,000 9,000 u
4634 Animal Impound Fees 26,730 18,000 18,000
4636 Owner Surrender Fees 11,808 13,000 13,000
4637 Animal Pick-Up Fee 6,716 5,000 5,000 0
4638 Microchipping Fee 4,852 4,000 4,000 w
4639 Rabies Vaccination Fee 60 0 0
4640 Vaccination Services 0 0 4,500 2
4670 REGIS Connect Service Fees 2,000 0 0 o
7,
TOTAL CHARGES FOR SERVICES $ 2,773,341 $ 2,691,030 $ 3,512,120
u
INTERGOVERNMENTAL a
4701 Motor Vehicle In-Lieu Fees $ 91,710 $ 92,720 $ 76,720 LL
4710 Homeowners Property Tax Relief 75,603 78,050 81,140
4740 Grant Income 31,127 0 0 0
4745 Other Intergov'tl Reimbursemnt 10,170 0 0 0
TOTAL INTERGOVERNMENTAL $ 208,610 $ 170,770 $ 157,860
DEVELOPMENT FEES
I i,:,ll 1 �,ir 21)14 l '" l>IchllliIh!l'\ Iiukl_LL 1':1.2L X?
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget
L
2013/14 2014/15 0
2012/13 Adopted Preliminary
Actual Budget Budget :-
TOTAL DEVELOPMENT FEES $ 0 $ 0 $ 0 E
0
Y
Q_THEE
4901 Other Revenue $ 1,757,507 $ 590,740 $ 591,870
4905 Contributions/Fundraising 99,260 43,930 45,430 .
4911 Reimbursement from Other Funds 111,556 182,390 808,160
4913 State Mandate Reimbursement 83,098 0 0 a
4914 Non-Abated Reimbursements 137,978 83,250 53,030
4915 Bad Debt Recovery 0 35,440 17,720 0
4917 RDASA Admin Allowance 1,363,036 1,002,060 1,000,000 "'
TOTAL OTHER $ 3,552,435 $ 1,937,810 $ 2,516,210
.
TRANSFER IN
-6
8006 Transfer In-Fund 006 $ 0 $ 0 $ 50,000
8017 Transfer In-Law Enforcment Rsv 0 60,000 1 14,080 3
8025 Transfer In-Capital Rsry Fund 398,990 0 0 i
8073 Transfer In-Fund 073 33,970 0 0
no
8622 Transfer In-RDA Housing 242,840 0 0 m
8705 Transfer In-Municipal Utility 942,400 942,400 1,185,360 no
TOTAL TRANSFER IN $ 1,618,200 $ 1,002,400 $ 1,349,440
TOTAL 001-GENERAL FUND $ 67,437,346 $ 65,144,460 $ 68,900,980 'v
a
v,
281 -FIRE FUND
TAXES o
4101 Property Taxes-CY Secured $ 12,085,914 $ 12,215,700 $ 13,076,230 `s
4102 Property Taxes-CY Unsecured 542,219 562,400 593,150 a
0
4103 Property Taxes-PY Sec&Unsec 428,557 390,220 377,670 a
a,
4104 Property Taxes-Penalties/Int. 167,587 308,250 148,330 il
4105 Property Taxes-Supplemental 110,585 83,440 118,810
4106 Property Taxes-Unitary 458,992 483,270 525,970 •2"
4110 Homeowners Exemption 172,123 172,940 170,180 v
4112 Property Tax-Post RDA 2,593,762 2,537,690 5,686,170 z-
ki
4113 Property Tax-Post RDA Res Blc 0 1,956,300 0
TOTAL TAXES $ 16,559,737 $ 18,710,210 $ 20,696,510 0
o
ce
u,
LICENSES&PERMITS v,
a
4211 Fire Permits $ 544,927 $ 0 $ 30,000 2
z
TOTAL LICENSES& PERMITS $ 544,927 $ 0 $ 30,000 °
FINES&FORFEITURES o
u
4309 False Alarm Fees $ 13,625 $ 11,320 $ 3,000 a
4313 Other Fines&Forfeitures 7,500 3,700 2,200 LL
4316 Weed Abatement 32,225 34,600 34,600 F
TOTAL FINES&FORFEITURES $ 53,350 $ 49,620 $ 39,800 2
a
0
USE OF MONEY&PROPERTY u
4401 Interest Earnings $ 8,899 $ 15,230 $ �231,530
�
-_...__._ -- Igoe for
1 i•L,11 \ ar 2014'15 Prcliminar■ Budget - Pagc 88 L�•;:J
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget
if
2013/14 2014/15 0
2012/13 Adopted Preliminary v
Actual Budget Budget :El
4402 Unrealized Gain (45,265) 0 0 1
E
4419 Other Rental/Lease Income 89,405 85,060 85,060 8
4440 Sale of Fixed Assets 17,824 0 0 E
TOTAL USE OF MONEY& PROPERTY $ 70,863 $ 100,290 $ 316,590
4-
ci
CHARGES FOR SERVICES
4501 Plan Check Fees $ 40,846 $ 36,190 $ 75,000 a
4502 Building Plan Check 116 0 0
4511 Engineering-Special Services 304 0 0 0
4546 FSD Fees 1,808 140 140 "
4548 D.U.I.Recovery 0 280 280 d
4549 Hazmat Recovery 2,474 900 900
4551 Fire Setters Recovery 0 500 500 g
4553 Fire Maintenance Fees 1,404 2,000 2,000
TOTAL CHARGES FOR SERVICES $ 46,952 $ 40,010 $ 78,820 a
OTHER
m
4901 Other Revenue $ 27,605 $ 11,400 $ 11,400 2
4905 Contributions/Fundraising 0 3,000 3,000 0
4914 Non-Abated Reimbursements 327,564 138,560 210,300 .L
4916 Reimbursement from OPEB Trust 421,590 501,910 507,270
To
TOTAL OTHER $ 776,759 $ 654,870 $ 731,970 a
TRANSFER IN
8001 Transfer In-General Fund $ 179,840 $ 0 $ 0 0
c
8288 Transfer In-Fund 288 188,560 0 0 2
TOTAL TRANSFER IN $ 368,400 $ 0 $ 0 0
a
2
TOTAL 281-FIRE FUND $ 18,420,989 $ 19,555,000 $ 21,893,690 LL
c
282-COMMUNITY FACILITIES DIST 85-1
c
TAXES o'
v
4101 Property Taxes-CY Secured $ 6,225,187 $ 6,296,420 $ 6,129,670
4103 Property Taxes-PY Sec&Unsec 102,135 64,020 46,060 u
4104 Property Taxes-Penalties/Int. 40,118 23,190 21,970 0
v
TOTAL TAXES $ 6,367,441 $ 6,383,630 $ 6,197,700 W
in
a
USE OF MONEY&PROPERTY 2
4401 Interest Earnings $ 17,624 $ 19,280 $ 30,200 0
71
4402 Unrealized Gain (52,605) 0 0 E
0
TOTAL USE OF MONEY& PROPERTY $ (34,982) $ 19,280 $ 30,200 z
a
CHARGES FOR SERVICES LL
W
4517 Technology Fee-Permit $ 271 $ 0 $ 0 IT
4552 CFD Annexation Fees 2,660 3,600 3,600 0
TOTAL CHARGES FOR SERVICES $ 2,931 $ 3,600 $ 3,600 0
OTHER
,,„te..,,,
I i,Liil l.�,u !()14'15 Preliniinar% Budget - Paw�c S9) IL;; �J
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 0
2012/13 Adopted Preliminary
Actual Budget Budget '%
4914 Non-Abated Reimbursements $ 65,880 $ 30,000 $ 30,000 i
0
TOTAL OTHER $ 65,880 $ 30,000 $ 30,000
TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,401,270 $ 6,436,510 $ 6,261,500
283-COMMUNITY FACILITIES DIST 88-1
TAXES
4101 Property Taxes-CY Secured $ 1,205,352 $ 1,249,490 $ 1,210,560
4103 Property Taxes-PY Sec&Unsec 25,840 25,150 15,950 0
4104 Property Taxes-Penalties/Int. 8,114 7,900 3,230 '
TOTAL TAXES $ 1,239,307 $ 1,282,540 $ 1,229,740 2
USE OF MONEY& PROPERTY
4402 Unrealized Gain $ (2,421) $ 0 $ 0
TOTAL USE OF MONEY& PROPERTY $ (2,421) $ 0 $ 0 3
CHARGES FOR SERVICES
un
4552 CFD Annexation Fees $ 1,120 $ 1,120 $ 1,120 m
TOTAL CHARGES FOR SERVICES $ 1,120 $ 1,120 $ 1,120
OTHER
To
4914 Non-Abated Reimbursements $ 6,638 $ 10,000 $ 10,000 Q
TOTAL OTHER $ 6,638 $ 10,000 $ 10,000
N
TRANSFER IN °
8281 Transfer In-Fire Fund $ 598,550 $ 729,770 $ 980,660
TOTAL TRANSFER IN $ 598,550 $ 729,770 $ 980,660
a
TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,843,194 $ 2,023,430 $ 2,221,520 LL
c
co
co
290-LIBRARY FUND .c
TAXES 8
4101 Property Taxes-CY Secured $ 2,489,954 $ 3,044,810 $ 3,166,790
v•
4102 Property Taxes-CY Unsecured 77,004 80,130 81,760 }
4103 Property Taxes-PY Sec&Unsec 32,564 63,020 30,480 0
4105 Property Taxes-Supplemental 45,776 43,260 81,410 W
4112 Property Tax-Post RDA 90,988 140,340 0 Q
4113 Property Tax-Post RDA Res Blc 0 0 140,340
_
TOTAL TAXES $ 2,736,286 $ 3,371,560 $ 3,500,780 a
0
FINES&FORFEITURES
4312 Library Fines and Fees $ 190,229 $ 175,000 $ 180,000
a
TOTAL FINES& FORFEITURES $ 190,229 $ 175,000 $ 180,000 i
LL
USE OF MONEY&PROPERTY o
4401 Interest Earnings $ 57,168 $ 58,380 $ 48,800 0
4402 Unrealized Gain (72,179) 0 0
4410 Media Rentals 98,033 120,000 90,000
I i,Lal 1 LW T'111-4 15 Prrliminar Budget - Page 90 L••;,
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget
w
2013/14 2014/15 g
2012/13 Adopted Preliminary
Actual Budget Budget
TOTAL USE OF MONEY&PROPERTY $ 83,023 $ 178,380 $ 138,800 E
CHARGES FOR SERVICES
4515 Information Service Fees $ 715 $ 500 $ 500
4565 Passport Processing Fees 69,334 46,000 75,000
v
4567 Passport Photo Fees 14,612 10,000 18,000
4570 Sale of Printed Materials 24,513 20,000 24,000 a
TOTAL CHARGES FOR SERVICES $ 109,173 $ 76,500 $ 117,500
INTERGOVERNMENTAL ess
4740 Grant Income $ 1,040 $ 0 $ 15,000 0
TOTAL INTERGOVERNMENTAL $ 1,040 $ 0 $ 15,000
OTHER
-o
4901 Other Revenue $ 0 $ 0 $ 420
4907 Private Contributions Library 115,000 130,000 130,000
4909 RC Library Foundation Support 0 10,000 20,000 0
TOTAL OTHER $ 115,000 $ 140,000 $ 150,420 m
C
TOTAL 290-LIBRARY FUND $ 3,234,751 $ 3,941,440 $ 4,102,500 v
2
TOTAL OPERATING BUDGET $ 97,337,550 $ 97,100,840 $ 103,380,190 g
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0
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LL
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O
U
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I c,tr 21114 15 I'rclimit irk l;ud ci !'a,�r 91
City of Rancho Cucamonga, California
Revenue Summary by Category
All Funds g
Fiscal Year 2014/15 Preliminary Budget
jE
Development Fees Other
1.13% 3.32% Transfer In
3.15%
Intergovernmental a
8.57%
a
0
N
N
N
d
C
Charges for Services
11.78%
Use of Money& 3
Property
2.59% a
v
Fines&Forfeitures m'
0.85%
c
a
a
Licenses&Permits
2.49% To
o,
o_
a
0
Taxes $ 108,785,530
Licenses & Permits 4,098,150
Fines & Forfeitures 1,392,240
Use of Money&Property 4,264,200
Charges for Services 19,382,710
Intergovernmental 14,100,480
Development Fees 1,855,950
Other 5,464,390
Transfer In 5,188,650 0
Total All Funds Budget $ 164,532,300
Z
LL
W
2
H
LL
0
1
a
0
u
�•:
~ Fiscal Year 2014 15 Preliminar' Budget -- Page 92 L• �•��
•
City of Rancho Cucamonga
Revenue Summary by Category
All Funds
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary v
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
TAXES $ 82,155,963 $ 72,385,120 $ 74,520,140 8
LICENSES& PERMITS 3,347,063 3,453,110 4,068,150 1E
FINES&FORFEITURES 1,272,743 1,198,740 1,352,440 TB
USE OF MONEY&PROPERTY 965,846 3,156,230 3,482,680
CHARGES FOR SERVICES 17,141,267 18,571,160 19,281,830
INTERGOVERNMENTAL 11,656,724 12,417,410 14,100,480 a
DEVELOPMENT FEES 3,320,867 858,900 1,855,950
OTHER 24,940,271 3,916,960 4,692,420 0
TRANSFER IN 7,703,350 3,044,820 4,207,990 ^'
ti
TOTAL CITY OF RANCHO CUCAMONGA $ 152,504,094 $ 119,002,450 $ 127,562,080
z
RANCHO CUCAMONGA REDEVELOPMENT AGENCY
TAXES $ 34,580,146 $ 0 $ 0 al
USE OF MONEY&PROPERTY 1,014,746 0 0 v
CHARGES FOR SERVICES 223 0 0
OTHER 57,164 0 0 m
TRANSFER IN 14,576,553 0 0 m
TOTAL R.C.REDEVELOPMENT AGENCY $ 50,228,831 $ 0 $ 0 c
R.C.FIRE PROTECTION DISTRICT
TAXES $ 93,055,623 $ 35,512,350 $ 34,265,390 a
LICENSES&PERMITS 544,927 0 30,000
FINES&FORFEITURES 53,350 49,620 39,800 N
USE OF MONEY&PROPERTY (489,933) 200,990 781,520 °
CHARGES FOR SERVICES 55,715 91,100 100,880
OTHER 849,278 694,870 771,970 0
TRANSFER IN 966,950 729,770 980,660
iz
TOTAL R.C.FIRE PROTECTION DISTRICT $ 95,035,909 $ 37,278,700 $ 36,970,220
TOTAL ALL FUNDS BUDGET $ 297,768,835 $ 156,281,150 $ 164,532,300
0
CQ
C
0
W
LL
LL
O
Fiscal Year 2014 15 Prcllminar■ Budget Page �) L24•;;�
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 t
0
2012/13 Adopted Preliminary
Actual Budget Budget
CITY OF RANCHO CUCAMONGA E
001 -GENERAL FUND o
V
4101 Property Taxes-CY Secured $ 3,686,876 $ 3,199,490 $ 3,406,830 i`
4102 Property Taxes-CY Unsecured 143,078 145,980 155,530
4103 Property Taxes-PY Sec&Unsec 135,621 114,800 109,860
4104 Property Taxes-Penalties/Int. 171,177 175,500 184,080 '-'
4105 Property Taxes-Supplemental 91,801 78,800 147,820 i
4106 Property Taxes-Unitary 281,959 295,600 343,670 Ln
4107 Property Transfer Tax 886,956 827,300 722,960 sr
4111 Property Tax In-Lieu of VLF 14,354,651 14,771,100 14,914,310 N
4112 Property Tax-Post RDA 525,043 810,480 0
QJ
4113 Property Tax-Post RDA Res Blc 0 0 810,480
4120 Sales and Use Tax 19,265,796 19,403,250 19,561,770
4121 Prop 172-Half Cent Sales Tax 444,509 430,170 479,380 a
4122 Sales Tax In-Lieu(Triple Flp) 6,870,670 6,467,750 6,520,590 5
4125 Transient Occupancy Tax 2,056,597 2,124,700 2,579,170
4126 Admissions Tax 78,508 78,860 55,970
v
4130 Franchise Fee-Gas&Electric 2,384,295 2,468,140 2,684,720
4131 Franchise Fee-Resid.Refuse 947,597 941,310 988,560 m
4132 Franchise Fee-Comm.Refuse 1,212,271 1,228,840 1,255,830
4133 Franchise Fee-Cable 1,385,558 1,326,110 1,403,770 a
4201 Business Licenses 2,110,275 2,251,140 2,174,510
4203 Electrical Permit 40,647 0 0 at
4204 Mechanical Permit 32,648 0 0
4205 Plumbing Permit 30,624 0 0 t
4206 Grading Permit 11,758 0 0 0
4207 Building Permits 804,132 885,000 1,166,810 _2
4209 Mobile Home Permit 5,149 2,800 5,940 0
4210 Bldg Permits-SB1473(90%to CA) (1,023) 550 670 a
4215 Animal Licenses 265,824 280,000 295,000 t
4216 Parking Permits 0 0 55,000 R
4220 Other Licenses&Permits 27,944 22,330 40,990
4231 Business Licenses-P/Y 0 0 13,310 u0
4232 Business Licenses-Penalties 0 0 63,320
u
4301 Vehicle Code Fines 137,314 127,370 124,910 >
4302 Parking Citations 173,799 165,360 272,540 $
4306 Vehicle Release Fees 165,400 170,990 185,930 w
4307 Citation Proof of Corr Fees 3,060 3,200 2,420 a
4308 General Ordinance Fines 39,405 38,830 41,260 z
4309 False Alarm Fees 7,600 4,110 35,950
4310 Loud Party Ordinance Fines 0 400 200
3
4313 Other Fines& Forfeitures 187,325 125,450 73,870 u
4314 Red Light Fines 3,489 0 0 z
4401 Interest Earnings 476,940 322,230 394,020 LL
4402 Unrealized Gain (284,489) 0 0
4419 Other Rental/Lease Income 84,099 31,960 38,770 0
4440 Sale of Fixed Assets 39,877 22,550 54,630
0
4501 Plan Check Fees 0 800,000 976,320
4502 Building Plan Check 806,852 0 0
I'i,k.,11 1'�.n '2014'1 Prcliminar■ 1 ti4ct Page 94 L•••'_J
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
cc
2013/14 2014/15 c-
2012/13 Adopted Preliminary N
Actual Budget Budget :
�r
4503 Electrical Plan Check 3,065 0 0 E
4504 Mechanical Plan Check 853 0 0
4505 Plumbing Plan Check 2,433 0 0 F
4506 Grading Plan Check 18,743 0 0
4508 Planning Fees 594,471 575,000 650,000 ...
4509 Planning-Special Services Fee 398,989 440,000 440,000 0
4510 Engineering Fees 680,293 600,000 1,150,000 -4511 Engineering-Special Services 0 50,000 50,000
4560 Fingerprint Fees 29,339 27,680 33,380
4563 Candidates Filing Fees 9,828 0 10,000 N
4564 Returned Item Charge 235 250 650
4565 Passport Processing Fees 200 0 0 2
4567 Passport Photo Fees 108 0 0
4570 Sale of Printed Materials 17,627 17,100 16,270 a
4571 Sale of Taxable Items 559 0 0
a
4580 Stadium Security Reimbursement 75 0 0 3
4602 Commodity Fee-Electric Util. 853 0 0
a
4630 Animal Adoption Fees 145,488 125,000 125,000
4631 Animal Spay/Neuter Fees 810 7,000 7,000 T-
ao
4633 Animal Boarding Fees 10,354 9,000 9,000
D
4634 Animal Impound Fees 26,730 18,000 18,000 v
2
4636 Owner Surrender Fees 11,808 13,000 13,000
4637 Animal Pick-Up Fee 6,716 5,000 5,000 0.
4638 Microchipping Fee 4,852 4,000 4,000
4639 Rabies Vaccination Fee 60 0 0
4640 Vaccination Services 0 0 4,500 0
4670 REGIS Connect Service Fees 2,000 0 0 't
4701 Motor Vehicle In-Lieu Fees 91,710 92,720 76,720 ,
4710 Homeowners Property Tax Relief 75,603 78,050 81,140 a
4740 Grant Income 31,127 0 0 a
4745 Other lntergov'tl Reimbursemnt 10,170 0 0
4901 Other Revenue 1,757,507 590,740 591,870
4905 Contributions/Fundraising 99,260 43,930 45,430 u°
4911 Reimbursement from Other Funds 111,556 182,390 808,160 6.
4913 State Mandate Reimbursement 83,098 0 0 .
4914 Non-Abated Reimbursements 137,978 83,250 53,030 o
4915 Bad Debt Recovery 0 35,440 17,720 W
4917 RDASA Admin Allowance 1,363,036 1,002,060 1,000,000
8006 Transfer In-Fund 006 0 0 50,000 1
z
8017 Transfer In-Law Enforcment Rsv 0 60,000 114,080 2
8025 Transfer In-Capital Rsry Fund 398,990 0 0
0
8073 Transfer In-Fund 073 33,970 0 0 u
8622 Transfer In-RDA Housing 242,840 0 0 z
8705 Transfer In-Municipal Utility 942,400 942,400 1,185,360 LL W
TOTAL 001 -GENERAL FUND $ 67,437,346 $ 65,144,460 $ 68,900,980 LL
0
003-REIMB ST/COUNTY PARKING CIT o
4303 Parking Cit Surcharge-State $ 6,090 $ 12,930 $ 14,650
4304 Parking Cit Surchrge-County 4,568 0 0
I kcal ] car NOI4 15 I'rclintinar■ Midget Page X 5 �• •;:J
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15
0
2012/13 Adopted Preliminary
w
Actual Budget Budget :_
4305 Parking Cit Surcharge-Cnty Crt 18,248 16,900 25,140 ti
4402 Unrealized Gain (162) 0 0
4901 Other Revenue 28,653 25,220 32,820
TOTAL 003-REIMB ST/COUNTY PARKING CIT $ 57,396 $ 55,050 $ 72,610 T.
4.
006-CVWD REIMBURSEMENTS U
4402 Unrealized Gain $ (2,648) $ 0 $ 0 E
4745 Other Intergov'tl Reimbursemnt 270,195 242,050 275,000
TOTAL 006-CVWD REIMBURSEMENTS $ 267,548 $ 242,050 $ 275,000
N 0
007-CAL TRANS REIMBURSEMENTS
4402 Unrealized Gain $ 151 $ 0 $ 0 w=,
TOTAL 007-CAL TRANS REIMBURSEMENTS $ 151 $ 0 $ 0
w
w
008-CNTY OF S.B.REIMBURSEMENTS 0
w
4402 Unrealized Gain $ 193 $ 0 $ 0 3
4745 Other Intergov'tl Reimbursemnt 90,225 86,680 86,680 v
4914 Non-Abated Reimbursements 0 2,610 2,610 1
8001 Transfer In-General Fund 4,800 4,800 4,800 m
TOTAL 008-CNTY OF S. B.REIMBURSEMENTS $ 95,219 $ 94,090 $ 94,090 4,7;
w
ii
016-COMM DEV TECHNICAL SRVCS FUND T.
4401 Interest Earnings 11,658 11,350 18,580 e.
4402 Unrealized Gain (13,965) 0 0 ;
4518 General Plan Update Fee 24,745 23,400 30,270
'o
TOTAL 016-COMM DEV TECHNICAL SRVCS FUND $ 22,438 $ 34,750 $ 48,850 5
V.
017-LAW ENFORCEMENT RESERVE a
4401 Interest Earnings $ 33,846 $ 60,340 $ 69,400 a
4402 Unrealized Gain (71,384) 0 0 "
TOTAL 017- LAW ENFORCEMENT RESERVE $ (37,538) $ 60,340 $ 69,400
0
7
018-TRAFFIC SAFETY u
4301 Vehicle Code Fines $ 326,287 $ 358,200 $ 395,570 0
4314 Red Light Fines 9,930 0 0 >
4401 Interest Earnings (203) 0 0 0
v
4402 Unrealized Gain (1,001) 0 0
TOTAL 018-TRAFFIC SAFETY $ 335,014 $ 358,200 $ 395,570 a
2
Z
019-INFO TECHNOLOGY-DEVELOPMENT
4401 Interest Earnings $ 5,762 $ 4,850 $ 4,900
0
4402 Unrealized Gain (4,322) 0 0 u
4519 Information Technology Revenue 126,961 120,060 155,330 z
TOTAL 019-INFO TECHNOLOGY-DEVELOPMENT $ 128,401 $ 124,910 $ 160,230 w
x
I-
020-CITY TECHNOLOGY FEE FUND o
4203 Electrical Permit 63 0 0 0
4207 Building Permits 80 0 0
4401 Interest Earnings 71 0 0
IVIts•
I I,L:1I 1 L:II 2111 4 H I'I'i I Illlllilt`. 1;11,1.-1 L';1_' '(I, .%i
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
a=
2013/14 2014/15 0
2012/13 Adopted Preliminary a
Actual Budget Budget •*
4402 Unrealized Gain (303) 0 0 i
E
4517 Technology Fee-Permit 30,946 208,250 135,070 c°,
4650 SBI 186 Cert Access Spec Prog 2 0 0 iE
TOTAL 020-CITY TECHNOLOGY FEE FUND $ 30,860 $ 208,250 $ 135,070
Z-
022-MOBILE HOME PARK PROGRAM u
4218 Mobile Home Lot Fees-City $ 14,916 $ 8,140 $ 14,910 a
4219 Mobile Home Lot Fees-State 3,150 3,150 3,150 '"
A
4401 Interest Earnings 688 720 650 v*
4402 Unrealized Gain (794) 0 0 N
4901 Other Revenue 1,120 0 1,120
v
C
TOTAL 022-MOBILE HOME PARK PROGRAM $ 19,080 $ 12,010 $ 19,830
0,O
023-SB1186 CERT ACCESS SPEC PROG a
4401 Interest Earnings $ 12 $ 0 $ 0 ,
4402 Unrealized Gain (14) 0 0
4517 Technology Fee-Permit 2 0 0 if
ac
4601 Monthly Srvc Fee-Electric Util 1 0 0
4650 SB1186 Cert Access Spec Prog 3,482 4,190 6,570 m
TOTAL 023-SB1186 CERT ACCESS SPEC PROG $ 3,484 $ 4,190 $ 6,570 .s ri
iu
025-CAPITAL RESERVE '°
4112 Property Tax-Post RDA $ 9,355,456 $ 0 $ 0
4401 Interest Earnings 148,705 268,690 413,800
4402 Unrealized Gain (454,625) 0 0
0
4745 Other Intergov'tl Reimbursemnt 842,590 0 0 g
4901 Other Revenue 0 0 19,900 d
4911 Reimbursement from Other Funds 19,292,698 0 0
TOTAL 025-CAPITAL RESERVE $ 29,184,825 $ 268,690 $ 433,700 LL
o
073-BENEFITS CONTINGENCY co
4401 Interest Earnings $ 50,108 $ 37,060 $ 61,610 S
0
4402 Unrealized Gain (52,445) 0 0 u
8620 Transfer In-Administration RDA 81,000 0 0 0
8622 Transfer In-RDA Housing 34,379 0 0 ii
0
TOTAL 073-BENEFITS CONTINGENCY $ 113,041 $ 37,060 $ 61,610 u
te
u,
r
100-ASSESSMENT DISTRICTS ADMIN
4401 Interest Earnings $ 9,949 $ 11,150 $ 7,990 z
4402 Unrealized Gain (12,133) 0 0 0
4901 Other Revenue 907,616 1,049,170 1,049,170 0
W
TOTAL 100-ASSESSMENT DISTRICTS ADMIN $ 905,432 $ 1,060,320 $ 1,057,160 z
a
Z
101-AD 93-1 MASI COMMERCE CENTER W
4401 Interest Earnings $ 103 $ 100 $ 100 1-
LL
4402 Unrealized Gain (112) 0 0 °
TOTAL 101-AD 93-1 MASI COMMERCE CENTER $ (9) $ 100 $ 100
105-AB2766 AIR QUALITY IMPROVEMENT
1 kcal Year 2014 15 Prelimmar■ Iluduet l'w2e 97 •, ••. I
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 c
2012/13 Adopted Preliminary
Actual Budget Budget
J
4401 Interest Earnings $ 5,277 $ 6,410 $ 4,890 E
4402 Unrealized Gain (5,562) 0 0 u°
4740 Grant Income 301,583 203,320 224,730
TOTAL 105-AB2766 AIR QUALITY IMPROVEMENT $ 301,297 $ 209,730 $ 229,620
z-
110-BEAUTIFICATION
4401 Interest Earnings $ 10,893 $ 9,340 $ 10,120 a
4402 Unrealized Gain (13,166) 0 0
N
4801 Beautification Fees 144,954 80,000 0
0
TOTAL 110-BEAUTIFICATION $ 142,682 $ 89,340 $ 10,120 N
a,
112-DRAINAGE FAC/GENERAL 3
4401 Interest Earnings $ 18,372 $ 21,430 $ 20,060
4402 Unrealized Gain (32,726) 0 0
w
4806 Storm Drain Fees 356,033 160,000 200,000 d
TOTAL 112-DRAINAGE FAC/GENERAL $ 341,679 $ 181,430 $ 220,060 3
a
114-DRAINAGE-ETIWANDA/SAN SEVAINE
OD
4401 Interest Earnings $ 8,227 $ 8,200 $ 8,030 m
4402 Unrealized Gain (9,733) 0 0 v
4807 Secondary Regional Fee 276,818 26,000 30,000 i'
TOTAL 114-DRAINAGE-ETIWANDA/SAN SEVAINE $ 275,312 $ 34,200 $ 38,030 c al
a
11
115-HENDERSON/WARDMAN DRAINAGE z;
4402 Unrealized Gain $ (9,949) $ 0 $ 0
0
TOTAL 115-HENDERSON/WARDMAN DRAINAGE $ (9,949) $ 0 $ 0 0
v
116-ETIWANDA DRAINAGE
Q.
4401 Interest Earnings $ 17,806 $ 18,110 $ 18,760
4402 Unrealized Gain (21,547) 0 0
4807 Secondary Regional Fee 355,723 80,000 80,000 '°
'u
TOTAL 116-ETIWANDA DRAINAGE $ 351,981 $ 98,110 $ 98,760 0
u
118-UPPER ETIWANDA DRAINAGE 0
4401 Interest Earnings $ 5,386 $ 5,650 $ 5,380 ii
4402 Unrealized Gain (6,491) 0 0
ec
TOTAL 118-UPPER ETIWANDA DRAINAGE $ (1,105) $ 5,650 $ 5,380
120-PARK DEVELOPMENT Z
o
4401 Interest Earnings $ 114,175 $ 118,560 $ 115,650
4402 Unrealized Gain (139,501) 0 0 0
4800 Park Development Fees 984,625 89,000 693,030 z
8677 Transfer In-RD Oblig Retiremnt 40,000 0 0 z
TOTAL 120-PARK DEVELOPMENT $ 999,299 $ 207,560 $ 808,680
LL
122-SOUTH ETIWANDA DRAINAGE 6-
4401 Interest Earnings $ 3,080 $ 3,230 $ 3,070 $
4402 Unrealized Gain (3,700) 0 0 L)
I i,r,il l air x(114 I ` I'rdiniin,wry Iiu4c1 1',P2 ON I
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 0
2012/13 Adopted Preliminary a
Actual Budget Budget
a
TOTAL 122-SOUTH ETIWANDA DRAINAGE $ (620) $ 3,230 $ 3,070 E
E
Y
124-TRANSPORTATION
4401 Interest Earnings $ 178,288 $ 152,660 $ 163,480
4402 Unrealized Gain (218,511) 0 0 z.
4804 Transportation Fee/Backbone 815,355 280,000 510,000 i'
4805 Transportation Fee/EV Preemptn 33,005 3,000 8,250 a
4810 Trans Fee/Arrow I-15 Int 167,168 50,000 126,750 Y
4811 Trans Fee/Base Line I-15 Int 119,104 33,000 90,000
4812 Trans Fee/Haven RxR Grade Sep 19,864 5,000 15,000 N
TOTAL 124-TRANSPORTATION $ 1,114,272 $ 523,660 $ 913,480 ',
c
126-LOWER ETIWANDA DRAINAGE
4401 Interest Earnings $ 4,821 $ 5,080 $ 5,230 a
4402 Unrealized Gain (5,861) 0 0 a
TOTAL 126-LOWER ETIWANDA DRAINAGE $ (1,040) $ 5,080 $ 5,230 3'
a
128-ETIWANDA NO.EQUESTRIAN FACIL.
uo
4401 Interest Earnings $ 1,588 $ 0 $ 0 m
4402 Unrealized Gain (3,975) 0 0
8120 Transfer In-Fund 120 632,000 0 0
TOTAL 128-ETIWANDA NO.EQUESTRIAN FACIL. $ 629,613 $ 0 $ 0 a
a.
129-UNDERGROUND UTILITIES t;
4401 Interest Earnings $ 112,510 $ 48,260 $ 108,920 0
4402 Unrealized Gain (98,727) 0 0 0
4813 Underground Utilities Fee 46,261 50,000 100,000 v
TOTAL 129-UNDERGROUND UTILITIES $ 60,043 $ 98,260 $ 208,920 a
E
130-LMD#1 GENERAL CITY
c
4101 Property Taxes-CY Secured $ 1,178,589 $ 1,149,870 $ 1,179,890 -°
4103 Property Taxes-PY Sec&Unsec 14,623 11,900 11,900 S
4104 Property Taxes-Penalties/Int. 5,012 1,190 1,190 `'
4401 Interest Earnings 5,447 4,000 4,020 cl
4402 Unrealized Gain (9,087) 0 0
4419 Other Rental/Lease Income 25,619 15,000 15,000 °
4901 Other Revenue 0 0 700 w
1-
TOTAL 130-LMD#1 GENERAL CITY $ 1,220,203 $ 1,181,960 $ 1,212,700 1
z
o
131 -LMD#2 VICTORIA zx
4101 Property Taxes-CY Secured $ 2,942,866 $ 2,854,630 $ 3,117,980 0
4103 Property Taxes-PY Sec&Unsec 40,541 29,730 29,730 z
4104 Property Taxes-Penalties/Int. 14,517 2,970 2,970 z
4401 Interest Earnings 23,868 21,310 21,750 W
4402 Unrealized Gain (36,551) 0 0 )-
LL
8001 Transfer In-General Fund 0 301,440 301,440 °
TOTAL 131 -LMD#2 VICTORIA $ 2,985,240 $ 3,210,080 $ 3,473,870 $
132-LMD#3A HYSSOP
I kt',11 l gar -21114 15 I'rcliniin;in I1iiJ ct I':1_k. `)' • •;:
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 '
2012/13 Adopted Preliminary d
Actual Budget Budget :a
4101 Property Taxes-CY Secured $ 3,724 $ 3,720 $ 3,720 1
4401 Interest Earnings 447 460 420 8
4402 Unrealized Gain (547) 0 0 E
TOTAL 132-LMD#3A HYSSOP $ 3,624 $ 4,180 $ 4,140
.
133-LMD#3B MEDIANS
4101 Property Taxes-CY Secured $ 986,493 $ 954,750 $ 988,000 d
4103 Property Taxes-PY Sec&Unsec 11,856 9,730 9,730
4104 Property Taxes-Penalties/Int. 4,722 970 970
4216 Parking Permits 0 0 234,540 N
4401 Interest Earnings 7,065 5,460 7,040
N
4402 Unrealized Gain (11,130) 0 0 S
4901 Other Revenue 0 0 340
TOTAL 133- LMD#3B MEDIANS $ 999,006 $ 970,910 $ 1,240,620
T73
134-LMD#4R TERRA VISTA
4101 Property Taxes-CY Secured $ 2,538,216 $ 2,455,860 $ 2,552,410 a
mo
4103 Property Taxes-PY Sec&Unsec 24,123 25,480 25,480
4104 Property Taxes-Penalties/Int. 8,589 2,550 2,550 m
4401 Interest Earnings 28,210 26,370 27,080
4402 Unrealized Gain (40,214) 0 0 iu
TOTAL 134-LMD#4R TERRA VISTA $ 2,558,924 $ 2,510,260 $ 2,607,520 a
O.
135-LMD#5 TOT LOT
4101 Property Taxes-CY Secured $ 4,985 $ 2,500 $ 2,490 0
4401 Interest Earnings 820 850 630 0
4402 Unrealized Gain (985) 0 0 ,V,
TOTAL 135-LMD#5 TOT LOT $ 4,819 $ 3,350 $ 3,120 a
a
iz
136-LMD#6R CARYN COMMUNITY
c
4101 Property Taxes-CY Secured $ 442,915 $ 467,600 $ 452,640
4103 Property Taxes-PY Sec&Unsec 8,086 4,470 4,470 S
4104 Property Taxes-Penalties/Int. 1,906 470 470 u
4401 Interest Earnings 0 100 0 0
4402 Unrealized Gain (2,582) 0 0 it
TOTAL 136-LMD#6R CARYN COMMUNITY $ 450,326 $ 472,640 $ 457,580 u
W
F
137-LMD#7 NORTH ETIWANDA a
4101 Property Taxes-CY Secured $ 851,287 $ 827,120 $ 844,070 z
4103 Property Taxes-PY Sec&Unsec 16,904 8,610 8,610
4104 Property Taxes-Penalties/Int. 4,454 860 860 0
4401 Interest Earnings 8,335 7,230 7,070 z
4402 Unrealized Gain (12,289) 0 0 C
z
4419 Other Rental/Lease Income 25,936 15,000 15,000 W
8868 Transfer In-Fund 868 0 0 50,000 I-
LL
TOTAL 137-LMD#7 NORTH ETIWANDA $ 894,627 $ 858,820 $ 925,610
a.
0
138-LMD#8 SOUTH ETIWANDA
4101 Property Taxes-CY Secured $ 32,519 $ 27,530 $ 31,830
I i,L,tl l cat 21)14 H I'k Iinlitl,11\ Ilut11),1 I',1,.c 1( H . •:;
L-•-••-
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15 "E 0
2012/13 Adopted Preliminary a
Actual Budget Budget
J
4103 Property Taxes-PY Sec&Unsec 228 290 290 E
4104 Property Taxes-Penalties/Int. 75 30 30 g
4401 Interest Earnings 580 740 600 jE
4402 Unrealized Gain (736) 0 0 �,
I
TOTAL 138-LMD#8 SOUTH ETIWANDA $ 32,666 $ 28,590 $ 32,750
iD
139-LMD#9 LOWER ETIWANDA :
a
4101 Property Taxes-CY Secured $ 375,596 $ 161,890 $ 165,940 r
4103 Property Taxes-PY Sec&Unsec 8,838 3,790 3,790 3.
4104 Property Taxes-Penalties/Int. 2,811 380 380 2
4401 Interest Earnings 26,897 27,420 23,720
a,
4402 Unrealized Gain (33,559) 0 0 ';
TOTAL 139-LMD#9 LOWER ETIWANDA $ 380,583 $ 193,480 $ 193,830 4
v
140-LMD#10 RANCHO ETIWANDA -0
4101 Property Taxes-CY Secured $ 470,466 $ 455,620 $ 483,410
4103 Property Taxes-PY Sec&Unsec 8,939 4,770 4,770 r
4104 Property Taxes-Penalties/Int. 2,153 470 470 o
4401 Interest Earnings 10,479 10,070 9,010 m
4402 Unrealized Gain (13,968) 0 0 `-
a)
4901 Other Revenue 0 200 200 i'
TOTAL 140-LMD#10 RANCHO ETIWANDA $ 478,069 $ 471,130 $ 497,860 v
0.
150-GENERAL CITY STREET LIGHTS z_
4401 Interest Earnings $ 685 $ 710 $ 680 0
4402 Unrealized Gain (809) 0 0 5
TOTAL 150-GENERAL CITY STREET LIGHTS $ (125) $ 710 $ 680 4,,
2
a
151 -SLD#1 ARTERIAL v
4101 Property Taxes-CY Secured $ 778,548 $ 757,680 $ 768,400
4103 Property Taxes-PY Sec&Unsec 9,679 7,850 7,850 _°
4104 Property Taxes-Penalties/Int. 3,239 790 790
4401 Interest Earnings 10,014 9,820 9,080 0
4402 Unrealized Gain (13,611) 0 0 tJ
4808 Developer Energizing Fee 0 2,800 2,800 ii
TOTAL 151 -SLD#1 ARTERIAL $ 787,870 $ 778,940 $ 788,920 0
152-SLD#2 RESIDENTIAL
4101 Property Taxes-CY Secured $ 344,896 $ 339,340 $ 342,070 z
o
4103 Property Taxes-PY Sec&Unsec 5,528 3,480 3,480
4104 Property Taxes-Penalties/Int. 1,819 350 350
4401 Interest Earnings 0 150 0 z
4402 Unrealized Gain (543) 0 0 Q
z
4808 Developer Energizing Fee 782 100 120 W
8172 Transfer In-Gas Tax 0 0 240,540 1E
- - LL
TOTAL 152-SLD#2 RESIDENTIAL $ 352,483 $ 343,420 $ 586,560 °>
a
0
153-SLD#3 VICTORIA
4101 Property Taxes-CY Secured $ 347,176 $ 336,780 $ 341,060
-
I i;Lal 1 L:u 2()I I I • I'rclimin,ii\ I�iikl'rt l'U_LL' 101 L.•..•_1
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
z
2013/14 2014/15 0
2012/13 Adopted Preliminary a
Actual Budget Budget
4103 Property Taxes-PY Sec&Unsec 4,555 3,510 3,510 g
4104 Property Taxes-Penalties/Int. 1,630 350 350
4401 Interest Earnings 10,728 11,190 11,200 iE
4402 Unrealized Gain (13,703) 0 0 To
x
TOTAL 153-SLD#3 VICTORIA $ 350,386 $ 351,830 $ 356,120 8'
I
154-SLD#4 TERRA VISTA
E.
4101 Property Taxes-CY Secured $ 158,839 $ 153,610 $ 155,200 Y
4103 Property Taxes-PY Sec&Unsec 1,904 1,600 1,600 7,
4104 Property Taxes-Penalties/Int. 709 160 160 N
4401 Interest Earnings 4,969 5,200 4,760
4402 Unrealized Gain (6,813) 0 0
TOTAL 154-SLD#4 TERRA VISTA $ 159,608 $ 160,570 $ 161,720
N
4,
155-SLD#5 CARYN COMMUNITY a
4101 Property Taxes-CY Secured $ 43,399 $ .42,420 $ 42,870 3
4103 Property Taxes-PY Sec&Unsec 1,169 440 440 a
4104 Property Taxes-Penalties/Int. 214 40 40
4401 Interest Earnings 321 250 20 ..
I 4402 Unrealized Gain (482) 0 0 v
TOTAL 155-SLD#5 CARYN COMMUNITY $ 44,621 $ 43,150 $ 43,370 l'
1 To
156-SLD#6 INDUSTRIAL AREA 8.
4101 Property Taxes-CY Secured $ 128,565 $ 124,440 $ 127,620 ti
4103 Property Taxes-PY Sec&Unsec 1,325 1,300 1,300
0
4104 Property Taxes-Penalties/Int. 1,102 130 130 i;
4401 Interest Earnings 3,482 3,530 3,600 ,
4402 Unrealized Gain (4,451) 0 0
0.
TOTAL 156-SLD#6 INDUSTRIAL AREA $ 130,023 $ 129,400 $ 132,650 ,
C
c
157-SLD#7 NORTH ETIWANDA
4
Z.
101 Property Taxes-CY Secured $ 118,639 $ 115,360 $ 117,840
4103 Property Taxes-PY Sec&Unsec 1,832 1,200 1,200 °
4104 Property Taxes-Penalties/Int. 583 120 120 u
4401 Interest Earnings 62 0 0 ii
4402 Unrealized Gain (470) 0 0
4808 Developer Energizing Fee 782 0 0 W
8174 Transfer In-Fund 174 0 94,420 81,950 a
TOTAL 157-SLD#7 NORTH ETIWANDA $ 121,429 $ 211,100 $ 201,110 0
DI
158-SLD#8 SOUTH ETIWANDA o
4101 Property Taxes-CY Secured $ 132,091 $ 66,580 $ 67,990 z
4103 Property Taxes-PY Sec&Unsec 2,964 1,330 1,330 z
4104 Property Taxes-Penalties/Int. 1,038 130 130 W
4401 Interest Earnings 24,416 25,800 19,320 x
4402 Unrealized Gain (30,539) 0 0 6
r
4808 Developer Energizing Fee 393 0 0 0
u
TOTAL 158-SLD#8 SOUTH ETIWANDA $ 130,363 $ 93,840 $ 88,770
I I,l;li \, ,....II .? 14 I , I'IL III/ final\ mULI'_!Ll I):I_� I f:2 • •.�
-._..
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
0
2012/13 Adopted Preliminary v
Actual Budget Budget
170-GAS TAX 2105/PROP111 E
4401 Interest Earnings $ 17,652 $ 19,000 $ 18,420 E
0
V
4402 Unrealized Gain (21,732) 0 0
4720 Gas Tax 2105-Prop 111 774,070 835,750 859,480 �;
4745 Other Intergov'tl Reimbursemnt 3,099 0 0 Z
TOTAL 170-GAS TAX 2105/PROP111 $ 773,090 $ 854,750 $ 877,900 v
F.
172-GAS TAX 2106-2107
4401 Interest Earnings $ 3,689 $ 1,530 $ 0 a
4402 Unrealized Gain (8,026) 0 0 N
4721 State Gas Tax-2106 560,896 558,840 673,680
4722 State Gas Tax-2107 1,268,420 1,244,300 1,056,070 S
4723 State Gas Tax-2107.5 10,000 10,000 10,000 g.
TOTAL 172-GAS TAX 2106-2107 $ 1,834,979 $ 1,814,670 $ 1,739,750
a
174-GAS TAX R&T7360 3
4401 Interest Earnings $ 36,270 $ 35,480 $ 40,490 v
4402 Unrealized Gain (42,038) 0 0
4725 Gas Tax R&T7360 1,405,517 2,532,210 1,870,220 m
m
TOTAL 174-GAS TAX R&T7360 $ 1,399,749 $ 2,567,690 $ 1,910,710 'a
a,
176-MEASURE 1 1990-2010 To
.5
4401 Interest Earnings $ 18,558 $ 18,710 $ 13,930 ,
4402 Unrealized Gain (23,712) 0 0
TOTAL 176-MEASURE 1 1990-2010 $ (5,155) $ 18,710 $ 13,930 0
C
0
177-MEASURE 1 2010-2040 v
4401 Interest Earnings $ 36,446 $ 41,940 $ 38,980
a
4402 Unrealized Gain (41,277) 0 0 v
4715 Measure I Local St Allotment 2,470,548 2,339,030 2,621,000
c
4901 Other Revenue 7,659 0 0
4914 Non-Abated Reimbursements 29,000 0 0
0
TOTAL 177-MEASURE 1 2010-2040 $ 2,502,376 $ 2,380,970 $ 2,659,980 z•
u
178-SB 140 >
a
4402 Unrealized Gain $ (435) $ 0 $ 0
w
TOTAL 178-SB 140 $ (435) $ 0 $ 0 '
a
182-AB 2928 TRAFFIC CONGEST RELIEF z
z
4101 Property Taxes-CY Secured $ 294,506 $ 0 $ 0
4402 Unrealized Gain (1,843) 0 0 >
D
TOTAL 182-AB 2928 TRAFFIC CONGEST RELIEF $ 292,663 $ 0 $ 0 z
a
z
186-FOOTHILL BLVD MAINTENANCE W
4402 Unrealized Gain $ (441) $ 0 $ 0
LL
TOTAL 186-FOOTHILL BLVD MAINTENANCE $ (441) $ 0 $ 0 °>
a
O
188-INTEGRATED WASTE MANAGEMENT
4134 Integrated Waste Mgmt Fee $ 1,079,934 $ 1,107,220 $ 1,122,190
_ter • -
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I kcal 1•c;ir �'t)l-1 I � I'r��lin�in:u% Ilu.l,,�t I':i��c Iii: II .•;.•
.•
r
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15 0
2012/13 Adopted Preliminary VI
Actual Budget Budget :-
4220 Other Licenses& Permits 875 0 0 Ej
E
4401 Interest Earnings 20,520 24,010 17,340 3
4402 Unrealized Gain (27,578) 0 0 'E
4590 Administrative Fee-C&D Program 28,250 15,000 15,000
I
TOTAL 188-INTEGRATED WASTE MANAGEMENT $ 1,102,000 $ 1,146,230 $ 1,154,530 Z-
U
190-PROP 42-TRAFFIC CONGESTION MIT g
4401 Interest Earnings $ 11,982 $ 13,470 $ 5,280
4402 Unrealized Gain (16,682) 0 0 v•
0
TOTAL 190-PROP 42-TRAFFIC CONGESTION MIT $ (4,700) $ 13,470 $ 5,280 ^'
194-PROPOSITION 1B STATE FUNDING
4401 Interest Earnings $ 2,370 $ 2,480 $ 2,360
4402 Unrealized Gain (2,852) 0 0 °
TOTAL 194-PROPOSITION 1B STATE FUNDING $ (482) $ 2,480 $ 2,360 3
195-STATE ASSET SEIZURE
a
4402 Unrealized Gain $ (4,933) $ 0 $ 0 aa
4740 Grant Income 3,593 0 0 m
C
TOTAL 195-STATE ASSET SEIZURE $ (1,340) $ 0 $ 0 .,
v
196-CA ASSET SEIZURE 15%
4401 Interest Earnings $ 10 $ 0 $ 0 N
4402 Unrealized Gain (57) 0 0 �
4740 Grant Income 634 0 0
0
TOTAL 196-CA ASSET SEIZURE 15% $ 588 $ 0 $ 0 $
E
a
197-FEDERAL ASSET SEIZURE o
a
4401 Interest Earnings $ 1,447 $ 1,510 $ 1,160 E
4402 Unrealized Gain (1,744) 0 0
c
TOTAL 197- FEDERAL ASSET SEIZURE $ (297) $ 1,510 $ 1,160
c
7
198-CITYWIDE INFRASTRUCTURE IMPRV u°
4401 Interest Earnings $ 48,469 $ 60,860 $ 62,370 u
4402 Unrealized Gain (73,660) 0 0 ii
4745 Other Intergov'tl Reimbursemnt 1,265,840 1,850,000 4,000,000
4901 Other Revenue 85,728 0 0 r
4923 Misc.Other Financing Sources 138,500 0 0
TOTAL 198-CITYWIDE INFRASTRUCTURE IMPRV $ 1,464,877 $ 1,910,860 $ 4,062,370 z
o
204-COMMUNITY DEVELOPMENT BLK GRNT o
4402 Unrealized Gain $ (533) $ 0 $ 0 ii
I
4740 Grant Income 996,802 807,950 862,700 z
4741 Program Income 21,044 579,330 350,000 W
TOTAL 204-COMMUNITY DEVELOPMENT BLK GRNT $ 1,017,313 $ 1,387,280 $ 1,212,700 LL
R
0
215-ENRGY EFFICNCY/CONSRVATN GRNT o
4402 Unrealized Gain $ (325) $ 0 $ 0
4740 Grant Income 11,514 18,480 0
- _ r .-y.-{-T- h?f-':LP: --'- wail----(
-1 ;•• :!
I k1/4:a1 l C,ir -1Ol 4 1 -7 I'rl:linhin;u\ I1udl�ct I',I C 1 "4 I . 1;:e.]
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
z
2013/14 2014/15
0
2012/13 Adopted Preliminary N
Actual Budget Budget
4741 Program Income 10,529 0 0 E
E
TOTAL 215-ENRGY EFFICNCY/CONSRVATN GRNT $ 21,718 $ 18,480 $ 0 8
I-
218-PUBLIC RESRCE GRNTS/HEALTHY RC �;
4402 Unrealized Gain $ (883) $ 0 $ 0 =z.
4740 Grant Income 101,742 0 63,170 j'
4905 Contributions/Fundraising 109,957 123,840 332,110 2
4914 Non-Abated Reimbursements 10,440 0 0 tn
TOTAL 218-PUBLIC RESRCE GRNTS/HEALTHY RC $ 221,256 $ 123,840 $ 395,280 3
0
N
225-CA RECYC/LITTER REDUCTION GRNT
4402 Unrealized Gain $ (770) $ 0 $ 0
4740 Grant Income 23,857 44,750 44,300
TOTAL 225-CA RECYC/LITTER REDUCTION GRNT $ 23,087 $ 44,750 $ 44,300
c
v
226-USED OIL RECYCLING GRANT 3
4402 Unrealized Gain $ (705) $ 0 $ 0 a
m
TOTAL 226-USED OIL RECYCLING GRANT $ (705) $ 0 $ 0
m
m
227-USED OIL RECYCLING PROGRAM
4401 Interest Earnings $ (134) $ 0 $ 0
2
4402 Unrealized Gain (91) 0 0 m
�V
4740 Grant Income 48,033 32,930 48,230 0.
N
TOTAL 227-USED OIL RECYCLING PROGRAM $ 47,808 $ 32,930 $ 48,230 c
234-SAFE ROUTES TO SCHOOL PROGRAM o
0
4402 Unrealized Gain $ 215 $ 0 $ 0 .,
4740 Grant Income 63,156 0 0 0
a
TOTAL 234-SAFE ROUTES TO SCHOOL PROGRAM $ 63,371 $ 0 $ 0 i
LL
-0
235-PROP 84 PARK BOND ACT A,
4402 Unrealized Gain $ 23 $ 0 $ 0
4740 Grant Income 0 283,500 283,500 v0
TOTAL 235- PROP 84 PARK BOND ACT $ 23 $ 283,500 $ 283,500
239-FEDERAL GRANT FUNDS-DREIER o
4402 Unrealized Gain $ (162) $ 0 $ 0 F
TOTAL 239-FEDERAL GRANT FUNDS-DREIER $ (162) $ 0 $ 0 a
2
z
250-RECREATION SERVICES
4401 Interest Earnings 15,064 19,480 22,400 0
4402 Unrealized Gain (30,961) 0 0 v
4419 Other Rental/Lease Income 889,257 890,930 908,280 z
4520 Recreation Fees 2,170,143 2,321,310 2,276,850 LL
W
4522 Processing Fees 72,352 57,810 62,150 1E
4523 Web Sales Fees 3,891 0 0 0
4571 Sale of Taxable Items 32,026 22,500 28,500 0
4581 Ticket Sales 557,522 672,730 575,250
4586 Advertising Revenue 9,425 7,300 7,400
•
I i,ial l :ii 2ii1 1 Is. I'rLlimiIL ' 1 tiLi_Lt 1'.12k 1(i` '•�;_]
•
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 0
2012/13 Adopted Preliminary
Actual Budget Budget :E
m
4588 Theatre Rental Ticket Sales 30,421 0 0 E
4901 Other Revenue 141,889 166,800 183,600 3
4905 Contributions/Fundraising 358,894 398,260 282,580 E
4914 Non-Abated Reimbursements 7,880 13,370 20,000
x
TOTAL 250-RECREATION SERVICES $ 4,257,802 $ 4,570,490 $ 4,367,010 u 8'
258-SENIOR OUTREACH GRANT
E
4740 Grant Income $ 8,168 $ 6,920 $ 6,920
cc
TOTAL 258-SENIOR OUTREACH GRANT $ 8,168 $ 6,920 $ 6,920 0
N
271 -COUNTY SENIOR TRANSPORT.GRANT
4401 Interest Earnings $ 1 $ 0 $ 0 S
TOTAL 271 -COUNTY SENIOR TRANSPORT.GRANT $ 1 $ 0 $ 0 g
N
W
272-FREEDOM COURTYARD RSRC GRANTS v
4401 Interest Earnings $ (264) $ 0 $ 0 3
4402 Unrealized Gain (385) 0 0
4740 Grant Income (11,107) 0 0 3
m
TOTAL 272-FREEDOM COURTYARD RSRC GRANTS $ (11,756) $ 0 $ 0 co
290-LIBRARY FUND
4101 Property Taxes-CY Secured $ 2,489,954 $ 3,044,810 $ 3,166,790
4102 Property Taxes-CY Unsecured 77,004 80,130 81,760
4103 Property Taxes-PY Sec&Unsec 32,564 63,020 30,480
4105 Property Taxes-Supplemental 45,776 43,260 81,410 0
4112 Property Tax-Post RDA 90,988 140,340 0 0
4113 Property Tax-Post RDA Res Blc 0 0 140,340 ,
4312 Library Fines and Fees 190,229 175,000 180,000
tog.
4401 Interest Earnings 57,168 58,380 48,800 v
4402 Unrealized Gain (72,179) 0 0
4410 Media Rentals 98,033 120,000 90,000 A
4515 Information Service Fees 715 500 500
4565 Passport Processing Fees 69,334 46,000 75,000 ;,
4567 Passport Photo Fees 14,612 10,000 18,000 u
4570 Sale of Printed Materials 24,513 20,000 24,000 ii
4740 Grant Income 1,040 0 15,000 Ov
4901 Other Revenue 0 0 420 F
4907 Private Contributions Library 115,000 130,000 130,000
4909 RC Library Foundation Support 0 10,000 20,000 z
0
TOTAL 290-LIBRARY FUND $ 3,234,751 $ 3,941,440 $ 4,102,500 0
0
291 -CA STATE LIBRARY v
4402 Unrealized Gain $ (276) $ 0 $ 0 1
4740 Grant Income 18,016 0 0 w
I
TOTAL 291 -CA STATE LIBRARY $ 17,740 $ 0 $ 0 LL
292-STAFF INNOVATION FD(CA ST LB) o
4401 Interest Earnings 346 0 0 u
4402 Unrealized Gain (524) 0 0
I i>l.;il l Car 2014 15 I'relimin it I;u4L•t I'aI I t■6 :8°1'J
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 0
2012/13 Adopted Preliminary 1
Actual Budget Budget :•
4740 Grant Income 34,088 0 0 g
TOTAL 292-STAFF INNOVATION FD(CA ST LB) $ 33,910 $ 0 $ 0 3
298-CALIFORNIA LITERACY CAMPAIGN
4402 Unrealized Gain $ 23 $ 0 $ 0 z.
8290 Transfer In-Library Fund 8,178 0 _ 0 `i'
TOTAL 298-CALIFORNIA LITERACY CAMPAIGN $ 8,201 $ 0 $ 0
301-THE BIG READ LIBRARY GRANT 0
4402 Unrealized Gain $ (203) $ 0 $ 0 N
4740 Grant Income 9,412 0 0
m
TOTAL 301-THE BIG READ LIBRARY GRANT $ 9,209 $ 0 $ 0
10
302-LIBRARY SERVICES&TECH.ACT 0
4402 Unrealized Gain $ (503) $ 0 $ 0 v
4740 Grant Income 2,500 0 0
TOTAL 302-LIBRARY SERVICES&TECH.ACT $ 1,997 $ 0 $ 0 i
0
310-PUBLIC LIBRARY BOND ACT-2000 ,0
m
4402 Unrealized Gain $ (5,100) $ 0 $ 0
4740 Grant Income (7) 0 0
TOTAL 310-PUBLIC LIBRARY BOND ACT-2000 $ (5,107) $ 0 $ 0 U
0.
329-LIBRARY CAPITAL FUND
4401 Interest Earnings $ 274 $ 0 $ 0
a
4402 Unrealized Gain (3,164) 0 0 c
8290 Transfer In-Library Fund 502,900 0 0
TOTAL 329- LIBRARY CAPITAL FUND $ 500,011 $ 0 $ 0 a
v
354-COP'S PROGRAM GRANT-STATE 0
4402 Unrealized Gain $ (2,609) $ 0 $ 0 _°
4740 Grant Income 201,328 200,000 200,000
0
TOTAL 354-COP'S PROGRAM GRANT-STATE $ 198,719 $ 200,000 $ 200,000 4..
356-JUSTICE ASSIST GRNT(JAG)ARRA i1 0.
4401 Interest Earnings $ 1,616 $ 0 $ 70
4402 Unrealized Gain (1,389) 0 0 F
4740 Grant Income 164,504 0 0
TOTAL 356-JUSTICE ASSIST GRNT(JAG)ARRA $ 164,731 $ 0 $ 70 a
t
361 -JUSTICE ASSISTANCE GRANT(JAG) o
4402 Unrealized Gain $ (1,161) $ 0 $ 0 i
4740 Grant Income 22,144 40,000 23,460 z
TOTAL 361 -JUSTICE ASSISTANCE GRANT(JAG) $ 20,983 $ 40,000 $ 23,460
I-
370-OTS-"DRINK,DRIVE,LOSE" GRANT LL
T
4402 Unrealized Gain $ (187) $ 0 $ 0 o
U
TOTAL 370-OTS-"DRINK,DRIVE,LOSE" GRANT $ (187) $ 0 $ 0
1-7\, ,
I kc.11 1-c:ar 2014 1 � I'rcliIi1in tr\ liuLILIct 1',t_c Iii, I • •;: �
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15 0
2012/13 Adopted Preliminary v
Actual Budget Budget
372-OTS 2005 STATE SEAT BELT GRANT E
4402 Unrealized Gain $ (34) $ 0 $ 0 E
TOTAL 372-OTS 2005 STATE SEAT BELT GRANT $ (34) $ 0 $ 0 1-
o
373-COPS SECURE OUR SCHOOLS GRANT 4-
4402 Unrealized Gain $ (708) $ 0 $ 0 o
4740 Grant Income 13,670 2,660 0
8017 Transfer In-Law Enforcment Rsv 30,160 12,720 0 Y
10
TOTAL 373-COPS SECURE OUR SCHOOLS GRANT $ 43,122 $ 15,380 $ 0 0
N
374-COPS HIRING PROGRAM GRANT
4740 Grant Income $ 30,000 $ 40,000 $ 39,720
8001 Transfer In-General Fund 43,979 75,000 116,960
TOTAL 374-COPS HIRING PROGRAM GRANT $ 73,979 $ 115,000 $ 156,680 41
I;
380-DEPT OF HOMELAND SECURITY GRNT
1
4402 Unrealized Gain $ 18 $ 0 $ 0 v
4740 Grant Income 83,294 37,940 49,760 3
m
TOTAL 380-DEPT OF HOMELAND SECURITY GRNT $ 83,312 $ 37,940 $ 49,760 b
381 -HOMELAND SECURITY GRANT 2005 im
4402 Unrealized Gain $ (34) $ 0 $ 0 Tz
4740 Grant Income 90,680 0 0 0.
TOTAL 381 -HOMELAND SECURITY GRANT 2005 $ 90,646 $ 0 $ 0
0
600-AD 82-1 6TH ST INDUSTRIAL o
4401 Interest Earnings $ 130 $ 130 $ 120 d
4402 Unrealized Gain (137) 0 0
a
TOTAL 600-AD 82-1 6TH ST INDUSTRIAL $ (7) $ 130 $ 120 v
a
c
602-AD 84-1 DAY CREEK/MELLO r0
4401 Interest Earnings $ 11,018 $ 11,560 $ 11,010 S
4402 Unrealized Gain (13,305) 0 0 °v
Z-
TOTAL 602-AD 84-1 DAY CREEK/MELLO $ (2,288) $ 11,560 $ 11,010
a
607-CFD 2000-01 SOUTH ETIWANDA
4401 Interest Earnings $ - 0 $ 10 $ 0 F
TOTAL 607-CFD 2000-01 SOUTH ETIWANDA $ 0 $ 10 $ 0 <
z
608-CFD 2000-02 RC CORPORATE PARK
4401 Interest Earnings $ 3 $ 60 $ 0 0
w
TOTAL 608-CFD 2000-02 RC CORPORATE PARK $ 3 $ 60 $ 0 z
a
z
610-CFD 2000-03 RANCHO SUMMIT W
4401 Interest Earnings $ 0 $ 1,200 $ 0 1E
LL
4402 Unrealized Gain (223) 0 0 6
TOTAL 610-CFD 2000-03 RANCHO SUMMIT $ (223) $ 1,200 $ 0 0
612-CFD 2001-01 f
— 5 '
I kcal Ycar 20014 I s l'rclinnina ■ liu4c1 I'a_■• I llS
f•-__
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
u
2012/13 Adopted Preliminary
Actual Budget Budget •-
4401 Interest Earnings $ 4,861 $ 5,110 $ 4,850 i
4402 Unrealized Gain (5,868) 0 0 8
TOTAL 612-CFD 2001-01 $ (1,008) $ 5,110 $ 4,850 ~'
To
x
614-CFD 2003-01 PROJECT FUND 4
4401 Interest Earnings $ 3 $ 100 $ 0 i'
4402 Unrealized Gain (50) 0 0
TOTAL 614-CFD 2003-01 PROJECT FUND $ (47) $ 100 $ 0
615-CFD 2003-01 CULTURAL CENTER N
4401 Interest Earnings $ 3 $ 130 $ 0
v
4402 Unrealized Gain 1,054 0 0
TOTAL 615-CFD 2003-01 CULTURAL CENTER $ 1,057 $ 130 $ 0 m
N
q)
C
617-CFD 2004-01 RANCHO ETIWANDA ES v
4401 Interest Earnings $ 145 $ 170 $ 50 3
4402 Unrealized Gain (50) 0 0 ;,
m
TOTAL 617-CFD 2004-01 RANCHO ETIWANDA ES $ 95 $ 170 $ 50 m
m
680-CFD 2006-01 VINTNER'S GROVE .
4401 Interest Earnings $ 81 $ 320 $ 10 i.
TOTAL 680-CFD 2006-01 VINTNER'S GROVE $ 81 $ 320 $ 10 c,
a
N
681 -CFD 2006-02 AMADOR ON ROUTE 66
4401 Interest Earnings $ 60 $ 180 $ 60 0
4402 Unrealized Gain (62) 0 0 0
TOTAL 681 -CFD 2006-02 AMADOR ON ROUTE 66 $ (2) $ 180 $ 60 t;
v
2
0.
700-SPORTS COMPLEX v
LL
4126 Admissions Tax $ 105,839 $ 90,000 $ 90,000
4402 Unrealized Gain (530) 0 0 g.
4411 Special Event Rental 18,750 15,000 8,500 0
4419 Other Rental/Lease Income 72,107 66,000 56,390
4426 Stadium Lease-Minimum Rent 78,000 83,000 88,000 0.
4520 Recreation Fees 244,848 260,130 261,550
4562 Maintenance Fees 6,057 10,000 8,000 8
4580 Stadium Security Reimbursement 40,980 34,150 34,150
4583 Baseball Security Reimb. 27,879 44,240 47,320 a
2
4901 Other Revenue 11,209 4,000 4,580 zz
8001 Transfer In-General Fund 1,179,054 1,345,790 1,927,790 71
>
TOTAL 700-SPORTS COMPLEX $ 1,784,193 $ 1,952,310 $ 2,526,280 °
u
z
702-REGIS CONNECT z
4670 REGIS Connect Service Fees $ 0 $ 251,600 $ 104,500 W
x
TOTAL 702-REGIS CONNECT $ 0 $ 251,600 $ 104,500 a
705-MUNICIPAL UTILITY oo
u
4401 Interest Earnings $ 53,571 $ 48,200 $ 52,210
4402 Unrealized Gain (61,818) 0 0
1
I i:�,il YCJI i )14 I ' I'rL I IIlll11;11\ I/Ull:2,1 I'■i"c I H') i
•
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15 0
o
2012/13 Adopted Preliminary
Actual Budget Budget
4601 Monthly Srvc Fee-Electric Util 502,462 402,000 436,240 E
E
4602 Commodity Fee-Electric Util. 8,765,640 10,000,000 10,568,720 3
4603 New Srvc Activation Fee-Util. 4,658 3,000 45,100 jE
4604 Dist Line Ext Fee-Elec Utility 114,191 0 252,490
4605 Wholesale Energy Sales&Cntrt 1,179,170 1,000,000 93,710 Y
4608 Standby Demand Fee 0 0 91,320
4610 Late Fee-Electric Utility 9,518 9,500 5,260
4735 ARB-Cap and Trade Revenue 236,496 250,000 279,000
4901 Other Revenue 0 0 29,630 3
4915 Bad Debt Recovery 2,388 0 0 N
4921 Long-Term Debt Proceeds 269 0 0
TOTAL 705-MUNICIPAL UTILITY $ 10,806,546 $ 11,712,700 $ 11,853,680
706-UTILITY PUBLIC BENEFIT FUND ,cu
4401 Interest Earnings $ 8,390 $ 7,300 $ 5,520 v
4402 Unrealized Gain (11,148) 0 0 3
4609 Public Benefit Fund-Elec Util 273,180 296,460 296,460
TOTAL 706-UTILITY PUBLIC BENEFIT FUND $ 270,422 $ 303,760 $ 301,980 m
to
707-MUNICIPAL DEPARTING LOAD FUND
4401 Interest Earnings $ 196 $ 0 $ 0
4402 Unrealized Gain (223) 0 0
v
TOTAL 707-MUNICIPAL DEPARTING LOAD FUND $ (27) $ 0 $ 0 a
708-RCMU CAPITAL REPLACEMENT FUND o
4401 Interest Earnings $ 9,967 $ 9,630 $ 16,810 0
4402 Unrealized Gain (10,440) 0 0 a
TOTAL 708-RCMU CAPITAL REPLACEMENT FUND $ (472) $ 9,630 $ 16,810 ,
2
LL
712-EQUIPNEHICLE REPLACEMENT
4401 Interest Earnings $ 79,494 $ 72,190 $ 82,390 2
4402 Unrealized Gain (92,698) 0 0 0
4901 Other Revenue 38,440 0 0 u
8001 Transfer In-General Fund 1,400,000 0 0 0
TOTAL 712-EQUIPNEHICLE REPLACEMENT $ 1,425,235 $ 72,190 $ 82,390 L
o
u
714-COMP EQUIP/TECH REPLCMENT FUND cc
4401 Interest Earnings $ 29,898 $ 22,830 $ 33,250 a
4402 Unrealized Gain (33,860) 0 0 z
4419 Other Rental/Lease Income 0 24,000 24,200
4540 Intragovemmental User Fees 0 40,000 115,000 'o
4911 Reimbursement from Other Funds 98,330 45,680 45,680 z
8001 Transfer In-General Fund 1,200,000 0 0 z
8020 Transfer In-Fund 020 0 208,250 135,070 W
8288 Transfer In-Fund 288 928,700 0 0
LL
TOTAL 714-COMP EQUIP/TECH REPLCMENT FUND $ 2,223,068 $ 340,760 $ 353,200
0
u
838-AD 91-2 REDEMPTION-DAY CANYON
4101 Property Taxes-CY Secured $ 32,028 $ 30,960 $ 31,290
,1".•.]or
I I,C(II ' Ccu ,H14 1 : I'rtliinin;n■ IIu.I,_L1 1',ILL 1 II) 1 �•..,•
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
a=
2013/14 2014/15 0
2012/13 Adopted Preliminary a
Actual Budget Budget
4103 Property Taxes-PY Sec&Unsec 878 320 320 g
4104 Property Taxes-Penalties/Int. 399 30 30 g
4401 Interest Earnings 1,280 1,230 960
4402 Unrealized Gain (1,634) 0 0
x
TOTAL 838-AD 91-2 REDEMPTION-DAY CANYON $ 32,952 $ 32,540 $ 32,600 Y
u
848-PD 85 REDEMPTION FUND 1
a
4101 Property Taxes-CY Secured $ 1,136,351 $ 1,106,240 $ 1,116,910
ro
4103 Property Taxes-PY Sec&Unsec 17,021 11,500 11,500
4104 Property Taxes-Penalties/Int. 5,941 1,500 1,500 °
4401 Interest Earnings 10,131 7,050 8,070
a
4402 Unrealized Gain (16,573) 0 0
4419 Other Rental/Lease Income 109,011 107,450 107,450
4901 Other Revenue 2,167 10,000 20,750 '
c
TOTAL 848-PD 85 REDEMPTION FUND $ 1,264,050 $ 1,243,740 $ 1,266,180 3
1
868-CFD 2000-03 PARK MAINTENANCE d
4101 Property Taxes-CY Secured $ 359,869 $ 344,910 $ 399,490 co
4103 Property Taxes-PY Sec&Unsec 8,999 3,600 3,600 m
4104 Property Taxes-Penalties/Int. 2,017 360 360 .S
4401 Interest Earnings 7,382 7,010 4,910 g
4402 Unrealized Gain (10,074) 0 0
a
TOTAL 868-CFD 2000-03 PARK MAINTENANCE $ 368,194 $ 355,880 $ 408,360 ,
t;
TOTAL CITY OF RANCHO CUCAMONGA $ 152,504,094 $ 119,002,450 $ 127,562,080 0
c
0
u
RANCHO CUCAMONGA REDEVELOPMENT AGENCY 2'.).
500-TAX INCREMENT FUND v
4402 Unrealized Gain (2,560) 0 0 '
4921 Long-Term Debt Proceeds 43,745 0 0 g
TOTAL 500-TAX INCREMENT FUND $ 41,185 $ 0 $ 0 c
0
502-REGIONAL FACILITIES
u
4401 Interest Earnings 152,294 0 0 1
4402 Unrealized Gain (139,773) 0 0 0
TOTAL 502-REGIONAL FACILITIES $ 12,522 $ 0 $ 0 F
504-SEWER& WATER FACILITIES 2
z
4401 Interest Earnings I 0 0 0
T1
TOTAL 504-SEWER&WATER FACILITIES $ 1 $ 0 $ 0 0
w
u
505-FIRE PROTECTION-RDA z
z
4401 Interest Earnings 101,924 0 0 LL
Lo
4402 Unrealized Gain (74,818) 0 0
LL
TOTAL 505-FIRE PROTECTION-RDA $ 27,106 $ 0 $ 0 0
}
d
0
506-TAX ALLOCATION BONDS-SPECIAL
4401 Interest Earnings $ 10,124 $ 0 $ 0
8677 Transfer In-RD Oblig Retiremnt 10,400,000 0 0
I kcal \ c,11 2014 15 I'i"climillal\ liuh.l_ct I':i_: Ill . •;:
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 0
2012/13 Adopted Preliminary a
Actual Budget Budget :
TOTAL 506-TAX ALLOCATION BONDS-SPECIAL $ 10,410,124 $ 0 $ 0 th
0
v
510-ANIMAL CARE AND ADOPTION CENTR
4401 Interest Earnings $ 48,251 $ 0 $ 0
4402 Unrealized Gain (25,449) 0 0 4
v
TOTAL 510-ANIMAL CARE AND ADOPTION CENTR $ 22,802 $ 0 5 0 1
I
a
511-CENTRAL PARK
cc
4401 Interest Earnings 5 12,205 $ 0 $ 0 rr
4402 Unrealized Gain (6,427) 0 0 0 rq
TOTAL 511-CENTRAL PARK $ 5,778 $ 0 $ 0 a
c
512-CITY YARD
4401 Interest Earnings $ 154,872 $ 0 $ 0 0
4402 Unrealized Gain (81,692) 0 0 a
TOTAL 512-CITY YARD $ 73,181 $ 0 $ 0 3
a
513-CIVIC CENTER PROJECTS
4401 Interest Earnings $ 39,508 $ 0 $ 0 m
4402 Unrealized Gain (20,827) 0 0
a
TOTAL 513-CIVIC CENTER PROJECTS $ 18,681 $ 0 $ 0 i'
514-CULTURAL CENTER N
4401 Interest Earnings $ 154,252 $ 0 $ 0
4402 Unrealized Gain (81,365) 0 0
0
TOTAL 514-CULTURAL CENTER $ 72,887 $ 0 $ 0 `o_
t
a
515-METROLINK STATION
a
4401 Interest Earnings $ 64,334 $ 0 $ 0 2
4402 Unrealized Gain (33,921) 0 0
TOTAL 515-METROLINK STATION $ 30,413 $ 0 $ 0
c
0
516-RAILS TO TRAILS u°
4401 Interest Earnings $ 32,167 $ 0 $ 0
4402 Unrealized Gain (16,960) 0 0 ii
TOTAL 516-RAILS TO TRAILS $ 15,207 $ 0 $ 0 0
ce
u,
517-RC FAMILY SPORTS CENTER
4401 Interest Earnings $ 66,036 $ 0 $ 0 z
4402 Unrealized Gain (34,831) 0 0 0
>
TOTAL 517-RC FAMILY SPORTS CENTER $ 31,205 $ 0 $ 0 s
W
V
Z
518-RC FAMILY RESOURCE CENTER z
4401 Interest Earnings $ 32,167 $ 0 $ 0 W
4402 Unrealized Gain (16,960) 0 0 r
LL
TOTAL 518-RC FAMILY RESOURCE CENTER $ 15,207 $ . 0 $ 0 o
0
520-SPORTS COMPLEX PROJECTS
4401 Interest Earnings $ 34,210 $ 0 $ 0
I kcJI 1 cat 2,()1-1 Is' I'rcliinin,tr\ Nu,1:2,i I'.1,_�c I I
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
z
2013/14 2014/15 0
2012/13 Adopted Preliminary
til
Actual Budget Budget
0
4402 Unrealized Gain (18,043) 0 0 E
TOTAL 520-SPORTS COMPLEX PROJECTS $ 16,167 $ 0 $ 0
I-
522-ARCHIBALD&BIANE LIBRARIES
x
4401 Interest Earnings $ 60,562 $ 0 $ 0 z-
4402 Unrealized Gain (31,945) 0 0
TOTAL 522-ARCHIBALD& BIANE LIBRARIES $ 28,618 $ 0 $ 0 a
620-ADMINISTRATION
4401 Interest Earnings $ 876,685 $ 0 $ 0 N
4402 Unrealized Gain (645,181) 0 0
a,
4571 Sale of Taxable Items 223 0 0
TOTAL 620-ADMINISTRATION $ 231,727 $ 0 $ 0
N
d
622-AFFORDABLE HOUSING a
4401 Interest Earnings 150,246 0 0 3
4402 Unrealized Gain (352,885) 0 0 a
m
TOTAL 622-AFFORDABLE HOUSING $ (202,639) $ 0 $ 0
CO
m
623-2007 HOUSING SET-ASIDE BONDS
cu
4401 Interest Earnings $ 35,976 $ 0 $ 0 '
TOTAL 623-2007 HOUSING SET-ASIDE BONDS $ 35,976 $ 0 $ 0 •3
Q
624-CIVIC CENTER RESERVE t;
4401 Interest Earnings $ 65,969 $ 0 $ 0 ='
0
4402 Unrealized Gain (34,797) 0 0 0
TOTAL 624-CIVIC CENTER RESERVE $ 31,172 $ 0 $ 0 0
0
A:
630-LIBRARY a
iz
4401 Interest Earnings $ 26,383 $ 0 $ 0
4402 Unrealized Gain (13,902) 0 0 _°
TOTAL 630-LIBRARY $ 12,481 $ 0 $ 0 c
o
632-LOAN PROGRAM
4402 Unrealized Gain $ (16,462) $ 0 $ 0 ii
TOTAL 632-LOAN PROGRAM $ (16,462) $ 0 $ 0
ce
w
t-
634-NON-TAX LOAN a
4402 Unrealized Gain $ (2,234) $ 0 $ 0 z
0
TOTAL 634-NON-TAX LOAN $ (2,234) $ 0 $ 0 0-
>
0
640-RDA INFRASTRUCTURE z
4402 Unrealized Gain $ (1,375) $ 0 $ 0 z
LI
TOTAL 640-RDA INFRASTRUCTURE $ (1,375) $ 0 $ 0 i
1-
LL
642-REGIONAL SHOPPING CENTER 0
4402 Unrealized Gain (12,716) 0 0 0
TOTAL 642-REGIONAL SHOPPING CENTER $ (12,716) $ 0 $ 0
-+ter.. 7.. ..""t+u�!r-..--_,: -_ _ -.,�,�-r ,....
roil bear 1'UI4 1 " I'rcliniin,tr■ l', id ei I',ILc I I , I • `''`J
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
tE
2013/14 2014/15 w
0
0
2012/13 Adopted Preliminary v
Actual Budget Budget
644-REGIONAL PROJECT FUND 2
4401 Interest Earnings $ 83,109 $ 0 $ 0 8
4402 Unrealized Gain (43,939) 0 0
TOTAL 644-REGIONAL PROJECT FUND $ 39,171 $ 0 $ 0 2
z.
646-SPORTS COMPLEX CAPITAL IMPRVMT
4401 Interest Earnings $ 17,277 $ 0 $ 0 a
4402 Unrealized Gain (9,107) 0 0 '"
m
TOTAL 646-SPORTS COMPLEX CAPITAL IMPRVMT $ 8,170 $ 0 $ 0 0
N
660-2004 TAX ALLOCATION BONDS
a,
4401 Interest Earnings $ 120,113 $ 0 $ 0
4402 Unrealized Gain 81,973 0 0
TOTAL 660-2004 TAX ALLOCATION BONDS $ 202,086 $ 0 $ 0 m
a
661-2004 TAB-FIRE DIST SUB-FUND 3
4402 Unrealized Gain $ (979) $ 0 $ 0 ;,
m
TOTAL 661 -2004 TAB-FIRE DIST SUB-FUND $ (979) $ 0 $ 0 -0
m
676-RDASA HOUSING c
4401 Interest Earnings $ 313,254 $ 0 $ 0 g
4901 Other Revenue 13,419 0 0 '°
TOTAL 676-RDASA HOUSING $ 326,673 $ 0 $ 0 511°)
677-RD OBLIGATION RETIREMENT FUND o
4112 Property Tax-Post RDA $ 34,580,146 $ 0 $ 0 `o
8620 Transfer In-Administration RDA 4,176,553 0 0 V,
TOTAL 677-RD OBLIGATION RETIREMENT FUND $ 38,756,699 $ 0 $ 0 a.
a,
LL
TOTAL R.C.REDEVELOPMENT AGENCY $ 50,228,831 $ 0 $ 0
•V
C
7
R.C.FIRE PROTECTION DISTRICT 8
281-FIRE FUND
4101 Property Taxes-CY Secured $ 12,085,914 $ 12,215,700 $ 13,076,230
4102 Property Taxes-CY Unsecured 542,219 562,400 593,150 $
4103 Property Taxes-PY Sec&Unsec 428,557 390,220 377,670 W
4104 Property Taxes-Penalties/Int. 167,587 308,250 148,330
4105 Property Taxes-Supplemental 110,585 83,440 118,810
4106 Property Taxes-Unitary 458,992 483,270 525,970
4110 Homeowners Exemption 172,123 172,940 170,180
0
4112 Property Tax-Post RDA 2,593,762 2,537,690 5,686,170 v
4113 Property Tax-Post RDA Res Blc 0 1,956,300 0 z
4211 Fire Permits 544,927 0 30,000 LL
W
4309 False Alarm Fees 13,625 11,320 3,000
4313 Other Fines&Forfeitures 7,500 3,700 2,200 it
4316 Weed Abatement 32,225 34,600 34,600 ii
0
4401 Interest Earnings 8,899 15,230 231,530
4402 Unrealized Gain (45,265) 0 0
4419 Other Rental/Lease Income 89,405 85,060 � 85,060
+* e•rrr
I 1,c.11 1 at 21)14 15 I'1'■_I ll?1111;11\ 1111 c1 I'si,tk: 114 •..-,_]
.
r
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15
2012/13 Adopted Preliminary N
Actual Budget Budget
4440 Sale of Fixed Assets 17,824 0 0 g
4501 Plan Check Fees 40,846 36,190 75,000 0
4502 Building Plan Check 116 0 0 --
4511 Engineering-Special Services 304 0 0
4546 FSD Fees 1,808 140 140 =
4548 D.U.I.Recovery 0 280 280 0
4549 Hazrnat Recovery 2,474 900 900
4551 Fire Setters Recovery 0 500 500
4553 Fire Maintenance Fees 1,404 2,000 2,000 a
4901 Other Revenue 27,605 11,400 11,400 N
4905 Contributions/Fundraising 0 3,000 3,000
4914 Non-Abated Reimbursements 327,564 138,560 210,300
4916 Reimbursement from OPEB Trust 421,590 501,910 507,270 ;.
8001 Transfer In-General Fund 179,840 0 0
a
8288 Transfer In-Fund 288 188,560 0 0 2
TOTAL 281 -FIRE FUND $ 18,420,989 $ 19,555,000 $ 21,893,690 3
i
a
282-COMMUNITY FACILITIES DIST 85-1 no
4101 Property Taxes-CY Secured $ 6,225,187 $ 6,296,420 $ 6,129,670 m
4103 Property Taxes-PY Sec&Unsec 102,135 64,020 46,060 E
4104 Property Taxes-Penalties/Int. 40,118 23,190 21,970 a
4401 Interest Earnings 17,624 19,280 30,200
4402 Unrealized Gain (52,605) 0 0 0.
4517 Technology Fee-Permit 271 0 0
4552 CFD Annexation Fees 2,660 3,600 3,600
4914 Non-Abated Reimbursements 65,880 30,000 30,000
TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,401,270 $ 6,436,510 $ 6,261,500 v
0
283-COMMUNITY FACILITIES DIST 88-1 v
4101 Property Taxes-CY Secured $ 1,205,352 $ 1,249,490 $ 1,210,560
4103 Property Taxes-PY Sec&Unsec 25,840 25,150 15,950
4104 Property Taxes-Penalties/Int. 8,114 7,900 3,230 3
4402 Unrealized Gain (2,421) 0 0 3
4552 CFD Annexation Fees 1,120 1,120 1,120 6
4914 Non-Abated Reimbursements 6,638 10,000 10,000 }
8281 Transfer In-Fire Fund 598,550 729,770 980,660 0
TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,843,194 $ 2,023,430 $ 2,221,520 W
285-FIRE TECHNOLOGY FEE FUND 2
z
4401 Interest Earnings $ 4 $ 0 $ 0
ul-
4402 Unrealized Gain (43) 0 0
0
4517 Technology Fee-Permit 4,711 46,370 17,340 ti
z
TOTAL 285-FIRE TECHNOLOGY FEE FUND $ 4,672 $ 46,370 $ 17,340 z
_
W
288-FIRE PROTECTION CAPITAL FUND r
4112 Property Tax-Post RDA $ 67,385,328 $ 8,771,090 $ 6,141,440 0
4113 Property Tax-Post RDA Res Blc 1,503,810 364,880 0 a 0
4401 Interest Earnings 101,228 81,420 434,730
4402 Unrealized Gain (615,885) 0 0
I•is .ill em 2014 I I'rJiiiiimin. 11u,l ci 1';11Jc I 1 i
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15
2012/13 Adopted Preliminary
Actual Budget Budget Y
TOTAL 288-FIRE PROTECTION CAPITAL FUND $ 68,374,481 $ 9,217,390 $ 6,576,170
289-FIRE DISTRICT CAPITAL RESERVE
4401 Interest Earnings $ 8,789 $ 0 $ 0
4402 Unrealized Gain (17,486) 0 0
TOTAL 289-FIRE DISTRICT CAPITAL RESERVE $ (8,697) $ 0 $ 0
TOTAL R.C. FIRE PROTECTION DISTRICT $ 95,035,909 $ 37,278,700 $ 36,970,220
0
0
TOTAL ALL FUNDS $ 297,768,835 $ 156,281,150 $ 164,532,300
N
d
Gl
m
CO
Y
Cd
O.
a
0
O
ai
LL
77,
7
0
O
CL
w
2
a
LL
LL
O
O
44.1W
- ...:
Fiscal Year 2014 15 'rcliminar■ liu(l,cl I'aue I lh •..;. •
J
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
2012/13 Adopted Preliminary E
Actual Budget Budget
0
CITY OF RANCHO CUCAMONGA
c
GENERAL FUND g
001 -GENERAL FUND $ 67,437,346 $ 65,144,460 $ 68,900,980 u
1 TOTAL GENERAL FUND $ 67,437,346 $ 65,144,460 $ 68,900,980 E
x
OTHER GENERAL FUNDS Z-
003-REIMB ST/COUNTY PARKING CIT $ 57,396 $ 55,050 $ 72,610 v
006-CVWD REIMBURSEMENTS 267,548 242,050 275,000 a
007-CAL TRANS REIMBURSEMENTS 151 0 0 A
008-CNTY OF S.B.REIMBURSEMENTS 95,219 94,090 94,090 a
016-COMM DEV TECHNICAL SRVCS FUND 22,438 34,750 48,850
017-LAW ENFORCEMENT RESERVE (37,538) 60,340 69,400 v
018-TRAFFIC SAFETY 335,014 358,200 395,570 5.
019-INFO TECHNOLOGY-DEVELOPMENT 128,401 124,910 160,230 1
020-CITY TECHNOLOGY FEE FUND 30,860 208,250 135,070 i'
022-MOBILE HOME PARK PROGRAM 19,080 12,010 19,830 3
023-SB1186 CERT ACCESS SPEC PROG 3,484 4,190 6,570 1
025-CAPITAL RESERVE 29,184,825 268,690 433,700
bo
073-BENEFITS CONTINGENCY 113,041 37,060 61,610 m•
TOTAL OTHER GENERAL FUNDS $ 30,219,918 $ 1,499,590 $ 1,772,530 L
v
v
SPECIAL REVENUE
To
100-ASSESSMENT DISTRICTS ADMIN $ 905,432 $ 1,060,320 $ 1,057,160 Q
101 -AD 93-1 MASI COMMERCE CENTER (9) 100 100
105-AB2766 AIR QUALITY IMPROVEMENT 301,297 209,730 229,620 .N
110-BEAUTIFICATION 142,682 89,340 10,120 a
112-DRAINAGE FAC/GENERAL 341,679 181,430 220,060 t
114-DRAINAGE-ETIWANDA/SAN SEVAINE 275,312 34,200 38,030 .,
115-HENDERSON/WARDMAN DRAINAGE (9,949) 0 0 v
116-ETIWANDA DRAINAGE 351,981 98,110 98,760 LL
118-UPPER ETIWANDA DRAINAGE (1,105) 5,650 5,380
120-PARK DEVELOPMENT 999,299 207,560 808,680 ''i
122- SOUTH ETIWANDA DRAINAGE (620) 3,230 3,070 ,3
124-TRANSPORTATION 1,114,272 523,660 913,480 E.
V
126-LOWER ETIWANDA DRAINAGE (1,040) 5,080 5,230 Y
128-ETIWANDA NO. EQUESTRIAN FACIL. 629,613 0 0 0
129-UNDERGROUND UTILITIES 60,043 98,260 208,920 W
130-LMD#1 GENERAL CITY 1,220,203 1,181,960 1,212,700 c
131 -LMD#2 VICTORIA 2,985,240 3,210,080 3,473,870
132-LMD#3A HYSSOP 3,624 4,180 4,140 2
133-LMD#3B MEDIANS 999,006 970,910 1,240,620 >
134-LMD#4R TERRA VISTA 2,558,924 2,510,260 2,607,520 d
135-LMD#5 TOT LOT 4,819 3,350 3,120 a
136-LMD#6R CARYN COMMUNITY 450,326 472,640 457,580 LL
137-LMD#7 NORTH ETIWANDA 894,627 858,820 925,610
138-LMD#8 SOUTH ETIWANDA 32,666 28,590 32,750 0
139-LMD#9 LOWER ETIWANDA 380,583 193,480 193,830 0
140-LMD#10 RANCHO ETIWANDA 478,069 471,130 497,860
150-GENERAL CITY STREET LIGHTS (125) 710 680
151 -SLD#1 ARTERIAL 787,870 778,940 � 88,920
/ tip \
I I.L:II l car 21114 I .. I'ich iuillar\ IitikIll et RIgr 117 L,•;;J
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 LE
2012/13 Adopted Preliminary c
Actual Budget Budget -'
v
152-SLD#2 RESIDENTIAL 352,483 343,420 586,560
153-SLD#3 VICTORIA 350,386 351,830 356,120 E
154-SLD#4 TERRA VISTA 159,608 160,570 161,720
155-SLD#5 CARYN COMMUNITY 44,621 43,150 43,370 i`
156-SLD#6 INDUSTRIAL AREA 130,023 129,400 132,650
157-SLD#7 NORTH ETIWANDA 121,429 211,100 201,110 I.
158-SLD#8 SOUTH ETIWANDA 130,363 93,840 88,770 v
170-GAS TAX 2105/PROP111 773,090 854,750 877,900
172-GAS TAX 2106-2107 1,834,979 1,814,670 1,739,750
174-GAS TAX R&T7360 1,399,749 2,567,690 1,910,710 .
176-MEASURE I 1990-2010 (5,155) 18,710 13,930 2
177-MEASURE I 2010-2040 2,502,376 2,380,970 2,659,980
178-SB 140 (435) 0 0 "_
182-AB 2928 TRAFFIC CONGEST RELIEF 292,663 0 0
186-FOOTHILL BLVD MAINTENANCE (441) 0 0 v
188-INTEGRATED WASTE MANAGEMENT 1,102,000 1,146,230 1,154,530 5
190-PROP 42-TRAFFIC CONGESTION MIT (4,700) 13,470 5,280 3
194-PROPOSITION 1B STATE FUNDING (482) 2,480 2,360
a
195-STATE ASSET SEIZURE (1,340) 0 0
196-CA ASSET SEIZURE 15% 588 0 0 -°.
m
197-FEDERAL ASSET SEIZURE (297) 1,510 1,160
cu
198-CITYWIDE INFRASTRUCTURE IMPRV 1,464,877 1,910,860 4,062,370 '
204-COMMUNITY DEVELOPMENT BLK GRNT 1,017,313 1,387,280 1,212,700
215-ENRGY EFFICNCY/CONSRVATN GRNT 21,718 18,480 0
218-PUBLIC RESRCE GRNTS/HEALTHY RC 221,256 123,840 395,280 t;
225 -CA RECYC/LITTER REDUCTION GRNT 23,087 44,750 44,300 v
0
226-USED OIL RECYCLING GRANT (705) 0 0 0
227-USED OIL RECYCLING PROGRAM 47,808 32,930 48,230 .,
234-SAFE ROUTES TO SCHOOL PROGRAM 63,371 0 0 a
a
235-PROP 84 PARK BOND ACT 23 283,500 283,500 E
239-FEDERAL GRANT FUNDS-DREIER (162) 0 0 0
c
250-RECREATION SERVICES 4,257,802 4,570,490 4,367,010
258-SENIOR OUTREACH GRANT 8,168 6,920 6,920
271 -COUNTY SENIOR TRANSPORT.GRANT I 0 0 3
272-FREEDOM COURTYARD RSRC GRANTS (11,756) 0 0 0
290-LIBRARY FUND 3,234,751 3,941,440 4,102,500 >-
291 -CA STATE LIBRARY 17,740 0 0 $
292-STAFF INNOVATION FD(CA ST LB) 33,910 0 0 E5
298-CALIFORNIA LITERACY CAMPAIGN 8,201 0 0
301 -THE BIG READ LIBRARY GRANT 9,209 0 0 Z
302-LIBRARY SERVICES&TECH.ACT 1,997 0 0
310-PUBLIC LIBRARY BOND ACT-2000 (5,107) 0 0 0
329-LIBRARY CAPITAL FUND 500,011 0 0 z
354-COP'S PROGRAM GRANT-STATE 198,719 200,000 200,000 z
356-JUSTICE ASSIST GRNT(JAG)ARRA 164,731 0 70 LL
W
361 -JUSTICE ASSISTANCE GRANT(JAG) 20,983 40,000 23,460 i-
370-OTS-"DRINK,DRIVE,LOSE"GRANT (187) 0 0 0
372-OTS 2005 STATE SEAT BELT GRANT (34) 0 0 0
373-COPS SECURE OUR SCHOOLS GRANT 43,122 15,380 0
374-COPS HIRING PROGRAM GRANT 73,979 115,000 156,680
380-DEPT OF HOMELAND SECURITY GRNT 83,312 37,940 1 9,760
I kcal 1 .',ii 2IJ1-1 I 's I'Iclitilillar\ liu<12�1 1),t:L. I I X
__-•••• J.
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 gE
2012/13 Adopted Preliminary o
Actual Budget Budget „
381 -HOMELAND SECURITY GRANT 2005 90,646 0 0
838-AD 91-2 REDEMPTION-DAY CANYON 32,952 32,540 32,600 E
848-PD 85 REDEMPTION FUND 1,264,050 1,243,740 1,266,180 A
868-CFD 2000-03 PARK MAINTENANCE 368,194 355,880 408,360
TOTAL SPECIAL REVENUE $ 38,340,203 $ 37,696,480 $ 41,633,630
0
CAPITAL PROJECTS i
600-AD 82-1 6TH ST INDUSTRIAL $ (7) $ 130 $ 120 a
602-AD 84-1 DAY CREEK/MELLO (2,288) 11,560 11,010
607-CFD 2000-01 SOUTH ETIWANDA 0 10 0 0
608-CFD 2000-02 RC CORPORATE PARK 3 60 0 "
610-CFD 2000-03 RANCHO SUMMIT (223) 1,200 0
612-CFD 2001-01 (1,008) 5,110 4,850
614-CFD 2003-01 PROJECT FUND (47) 100 0
615-CFD 2003-01 CULTURAL CENTER 1,057 130 0
617-CFD 2004-01 RANCHO ETIWANDA ES 95 170 50 3
680-CFD 2006-01 VINTNER'S GROVE 81 320 10 1
681 -CFD 2006-02 AMADOR ON ROUTE 66 (2) 180 60 m
TOTAL CAPITAL PROJECTS $ (2,338) $ 18,970 $ 16,100 m
m
ENTERPRISE FUNDS iu
700-SPORTS COMPLEX $ 1,784,193 $ 1,952,310 $ 2,526,280 T.
702-REGIS CONNECT 0 251,600 104,500 a
705-MUNICIPAL UTILITY 10,806,546 11,712,700 11,853,680
706-UTILITY PUBLIC BENEFIT FUND 270,422 303,760 301,980
707-MUNICIPAL DEPARTING LOAD FUND (27) 0 0 °
708-RCMU CAPITAL REPLACEMENT FUND (472) 9,630 16,810
TOTAL ENTERPRISE FUNDS $ 12,860,662 $ 14,230,000 $ 14,803,250 0
a.
e
INTERNAL SERVICE FUNDS
712-EQUIPNEHICLE REPLACEMENT $ 1,425,235 $ 72,190 $ 82,390
714-COMP EQUIP/TECH REPLCMENT FUND 2,223,068 340,760 353,200 S
TOTAL INTERNAL SERVICE FUNDS $ 3,648,304 $ 412,950 $ 435,590 >.
u
FIDUCIARY FUNDS ii
0
TOTAL FIDUCIARY FUNDS $ 0 $ 0 $ 0 W
TOTAL CITY OF RANCHO CUCAMONGA $ 152,504,093 $ 119,002,450 $ 127,562,080 2
z
0
vi
>
RANCHO CUCAMONGA REDEVELOPMENT AGENCY W
DEBT SERVICE z
500-TAX INCREMENT FUND $ 41,185 $ 0 $ 0 z
LL
502-REGIONAL FACILITIES 12,522 0 0
504-SEWER&WATER FACILITIES 1 0 0 LL
0
505-FIRE PROTECTION-RDA 27,106 0 0
o
506-TAX ALLOCATION BONDS-SPECIAL 10,410,124 0 0
510-ANIMAL CARE AND ADOPTION CENTR 22,802 0 0
511 -CENTRAL PARK 5,778 0 0
I k t1 l C.u. 2A)I4 1 :; !'rclinnirn;u\ I1 id ct 1'.t 110
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 g
2012/13 Adopted Preliminary c
Actual Budget Budget
512-CITY YARD 73,181 0 0
513-CIVIC CENTER PROJECTS 18,681 0 0 E
514-CULTURAL CENTER 72,887 0 0 u°
515 -METROLINK STATION 30,413 0 0
516-RAILS TO TRAILS 15,207 0 0
517-RC FAMILY SPORTS CENTER 31,205 0 0 z.
518-RC FAMILY RESOURCE CENTER 15,207 0 0
520-SPORTS COMPLEX PROJECTS 16,167 0 0 d
522-ARCHIBALD&BIANE LIBRARIES 28,618 0 0
TOTAL DEBT SERVICE $ 10,821,083 $ 0 $ 0 0
N
CAPITAL PROJECTS
c
620-ADMINISTRATION $ 231,727 $ 0 $ 0
622-AFFORDABLE HOUSING (202,639) 0 0
623-2007 HOUSING SET-ASIDE BONDS 35,976 0 0
624-CIVIC CENTER RESERVE 31,172 0 0 3
630-LIBRARY 12,481 0 0 1
632-LOAN PROGRAM (16,462) 0 0 m
634-NON-TAX LOAN (2,234) 0 0 m
640-RDA INFRASTRUCTURE (1,375) 0 0 cho
642-REGIONAL SHOPPING CENTER (12,716) 0 0 .
644-REGIONAL PROJECT FUND 39,171 0 0
To
646-SPORTS COMPLEX CAPITAL IMPRVMT 8,170 0 0
660-2004 TAX ALLOCATION BONDS 202,086 0 0 0.
661 -2004 TAB-FIRE DIST SUB-FUND (979) 0 0
676-RDASA HOUSING 326,673 0 0 0
c
677-RD OBLIGATION RETIREMENT FUND 38,756,699 0 0 °
TOTAL CAPITAL PROJECTS $ 39,407,748 $ 0 $ 0 0
0.
a
TOTAL R.C.REDEVELOPMENT AGENCY $ 50,228,831 $ 0 $ 0
c
c
R.C.FIRE PROTECTION DISTRICT °'
u
SPECIAL REVENUE
281 -FIRE FUND $ 18,420,989 $ 19,555,000 $ 21,893,690 u
282-COMMUNITY FACILITIES DIST 85-1 6,401,270 6,436,510 6,261,500 0
283-COMMUNITY FACILITIES DIST 88-1 1,843,194 2,023,430 2,221,520 cc
W
285-FIRE TECHNOLOGY FEE FUND 4,672 46,370 17,340 a
288-FIRE PROTECTION CAPITAL FUND 68,374,481 9,217,390 6,576,170 2
289-FIRE DISTRICT CAPITAL RESERVE (8,697) 0 0 0
L
TOTAL SPECIAL REVENUE $ 95,035,909 $ 37,278,700 $ 36,970,220
0
W
u
TOTAL R.C.FIRE PROTECTION DISTRICT $ 95,035,909 $ 37,278,700 $ 36,970,220 Z
LL
W
S
F
TOTAL ALL FUNDS $ 297,768,835 $ 156,281,150 $ 164,532,300 0
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RANCHO a.
CUCAMONGA
CALIFORNIA
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SUMMARIES OF To
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FINANCIAL DATA O
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Expenditure
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Summaries
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I i;cal Year 21114 1 5 I'Minni IUt R1,2L•t I'uLe I 1 •-_.J
City of Rancho Cucamonga, California
Expenditure Summary by Department
Operating Budget* i
Fiscal Year 2014/15 Preliminary Budget
T,
C
3
E
E
0
U
Library Services •=
4.03% ~-
Community Services Governance =
4.61% 1.79% s
Public Works Services ii
9.40% Plannin g
1.98% Fire District ct a v.29.88/
Engineering Services
1.94% o
Building&Safety
2.42% a
c
Econ.and Comm. ,
a
Dev. v
0.50% al
o
Human Resources 3
0.64% Finan'; i
1.41°h a
Administrative Animal Care and 0
Services Services Police m co
8.37 0 0 2.68% 30.35%
41
a
U
o
0_
M
u
Governance $ 1,873,190
0
Fire District 31,274,530 0
Police 3 1,759,200
a
Animal Care and Services 2,809,120
Administrative Services 8,758,790
Finance 1,473,720
Human Resources 668,730 0
Econ. and Comm. Dev. 522,320
Building& Safety 2,533,700 }
Engineering Services 2,028,030 0
Planning 2,074,130
Public Works Services 9,836,020
2
Community Services 4,826,040 0
Library Services 4,222,020
s
W
u
Total Operating Budget $ 104,659,540 z
LL
W
*Operating Budget is comprised of the City General Fund(Fund 001), Fire District Operational 6
Funds (Funds 281, 282, and 283), and City Library Fund (Fund 290). o
u
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.J
Fiscal Year 2014 15 I'relimiliar■ IRitd ci l'a,L 1 •
•
City of Rancho Cucamonga
Expenditure Summary by Category
Operating Budget
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary
Actual Budget Budget
001-GENERAL FUND
PERSONNEL SERVICES $ 21,888,938 $ 23,979,090 $ 24,791,080
OPERATIONS&MAINTENANCE 40,501,076 43,847,420 46,394,370 ~
CAPITAL OUTLAY 32,825 81,610 109,610
DEBT SERVICE 1,858 16,440 13,750 5
COST ALLOCATION (3,397,570) (4,919,800) (5,104,290)
TRANSFER OUT 4,007,673 2,235,710 2,958,470
TOTAL GENERAL FUND $ 63,034,801 $ 65,240,470 $ 69,162,990
0
281 -FIRE FUND
PERSONNEL SERVICES $ 14,486,504 $ 14,519,680 $ 15,808,370
OPERATIONS&MAINTENANCE 2,566,604 3,901,780 4,300,080 ;;
CAPITAL OUTLAY 0 0 0
DEBT SERVICE 400,638 403,770 804,580
TRANSFER OUT 598,550 729,770 980,660
TOTAL FIRE FUND $ 18,052,297 $ 19,555,000 $ 21,893,690 ;,
uc
282-COMMUNITY FACILITIES DIST 85-1 m
PERSONNEL SERVICES $ 5,465,050 $ 5,658,250 $ 5,971,110
OPERATIONS&MAINTENANCE 1,408,673 1,212,540 1,188,210 g
DEBT SERVICE 0 0 0
QJ
TRANSFER OUT 0 0 0
TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,873,723 $ 6,870,790 $ 7,159,320
N
214-COMMUNITY FACILITIES DIST 88-1
0
PERSONNEL SERVICES $ 1,675,034 $ 1,740,520 $ 1,922,480 a
OPERATIONS&MAINTENANCE 167,022 282,910 299,040 L-
DEBT SERVICE 0 0 0 LL
TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,842,056 $ 2,023,430 $ 2,221,520
290-LIBRARY FUND
0
PERSONNEL SERVICES $ 2,762,348 $ 3,049,610 $ 3,095,840 .
OPERATIONS&MAINTENANCE 751,555 1,079,080 1,115,680
CAPITAL OUTLAY 0 0 0 0
DEBT SERVICE 1,692 9,500 10,500 cc
TRANSFER OUT 511,078 0 0
TOTAL LIBRARY FUND $ 4,026,675 $ 4,138,190 $ 4,222,020
TOTAL OPERATING BUDGET $ 93,829,555 $ 97,827,880 $ 104,659,540 >
w
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W
LL
Y
C
O
•
kcal 1•.;ur ' 114 1 s I'I'cIi!l1ill,tl-\ Il�i�l_�1 I' 1 •
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary v
Actual Budget Budget
911-GENERAL FUND E
g
0
PERSONNEL SERVICES
5000-Regular Salaries $ 13,712,101 $ 15,141,940 $ 15,172,270 ~
5005-Overtime Salaries 252,032 309,000 297,600 =
5010-Part Time Salaries 1,388,067 1,591,750 1,949,180 i,
Fringe Benefits 6,581,303 7,182,300 7,714,330
5060-Tuition Reimbursement 24,642 24,000 24,000
5061 -Employee Development 44,952 159,250 118,420 v
5065-Coffee Fund 5,132 3,500 4,500 N
5093 -Other Funds-Salary Reimbursmnt (119,290) (432,650) (489,220)
a
TOTAL PERSONNEL SERVICES $ 21,888,938 $ 23,979,090 $ 24,791,080
N
OPERATIONS&MAINTENANCE v
c
5100-Travel and Meetings $ 83,601 $ 124,310 $ 146,710 3
5102-Training 95,527 149,600 157,160 1
5105 -Mileage 3,662 5,200 5,400
OA
5150-Office Supplies&Equipment 212,397 242,700 247,500 2
5151 -Postage 58,160 82,320 88,120 2
5152-Computer Software 44,134 40,660 51,900 a
5160-Membership Dues 100,988 129,110 135,730 -
io
5161 -Publications&Subscriptions 13,207 57,230 58,100 Q
5165-Licenses,Permits&Fees 205,029 259,000 233,000
u_
5200-Operations&Maintenance 1,312,900 1,517,340 1,624,600
5201 -0&MNolunteer Program 18,614 20,000 20,000
5204-0&M/Facilities 472,383 479,780 517,180
5207-0&M/Capital Supplies 0 70,300 23,300 2
5210-O&M/Crime Prevention 11,629 17,000 21,000 a
5215-O&M/Computer Equipment 9,894 2,830 12,400
5220-Cellular Technology 156,048 140,740 153,090
a
5250-Vehicle Operations&Maint. 397,059 524,100 524,600 0
5252-Emergency Equipment&Veh Rntl 20,786 38,670 33,670 "i
5253-Vehicle Collision Repair 60,588 135,000 135,000 `
5255-Gasoline 719,897 751,850 751,850 0
5256-Diesel Fuel 29,091 65,000 40,000
5257-CNG Fuel 14,870 21,000 24,000 1-
5260-O&M/Animal Care 181,163 138,330 138,330 2
5262-O&M/Community& Info Programs 4,968 2,000 2,000 0
N
5263-O&M/Field Services 8,317 5,000 5,000
0
5264-O&MNeterinarian Services 108,313 102,000 102,000 bi
5280-Equip Operations&Maint 22,287 30,430 30,430 z
5283-Depreciation-Computer Equip 0 40,000 115,000 LL
W
5285-Safety Gear&Equipment 28,179 28,130 28,130
5300-Contract Services 31,419,106 33,104,670 35,119,070 LL 0
5303-Contract Serv/Reimbursable 322,145 512,500 523,380 o
5304-Contract Serv/Facilities 1,333,358 1,667,470 1,521,930
5310-Tree Maintenance 0 400,000 500,000
I kc t1 Yc.0 21114 I I'rclin1in;in burl t 1';i:.k ! .- -1 •',•
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary
Actual Budget Budget .
5312-Legal Services 455,920 322,270 414,810 E
E
5320-Hazardous Waste Removal 16,957 24,320 24,320 u°
5360-Contract Serv/Animal Care 69,849 70,910 70,910 '
5362-Contract Serv/Comm& Info Prgm 5,950 9,990 9,990
5363-Contract Serv/Field Services 16,215 16,500 16,500 8.
v
5364-Contract ServNet Services 107,772 123,400 73,400 !
5365-Cont Srv-Spay/Neuter Program 0 0 50,000 5
5400-Telephone Utilities 268,098 243,820 293,100 v
5401 -Gas Utilities 94,128 129,970 115,000 N
5402-Water Utilities 400,805 409,900 445,960
5403-Electric Utilities 1,357,926 1,324,740 1,518,790
5410-Property Insurance 147,7I7 173,000 189,280 ;,
0
5510-Property Tax Admin. Fee 75,799 94,330 82,730 a
5725-Other Expenditures 15,637 0 0
TOTAL OPERATIONS& MAINTENANCE $ 40,501,076 $ 43,847,420 $ 46,394,370 3
bp
CAPITAL OUTLAY 7
CO
5602-Capital Outlay-Bldg&Imprvmnt $ 32,826 $ 0 $ 0
5603-Capital Outlay-Equipment 0 81,610 21,610
5604-Capital Outlay-Vehicles 0 0 83,000 g
To
5605-Capital Outlay-Computer Equip 0 0 5,000 •
a
TOTAL CAPITAL OUTLAY $ 32,825 $ 81,610 $ 109,610 t'
DEBT SERVICE °
5703-Capital Lease Payment $ 1,858 $ 16,440 $ 13,750
v
TOTAL DEBT SERVICE $ 1,858 $ 16,440 $ 13,750 0.
P.
COST ALLOCATION 0
5990-Cost Allocation Plan Offset $ (3,397,570) $ (4,919,800) $ (5,104,290) -°
V
C
TOTAL COST ALLOCATION $ (3,397,570) $ (4,919,800) $ (5,104,290) o
z.
TRANSFER OUT CI
9008-Transfer Out-Fund 008 $ 4,800 $ 4,800 $ 4,800 0
9131 -Transfer Out-LMD2 0 301,440 301,440
9281 -Transfer Out-Fire Fund 179,840 0 0
9374-Transfer Out-Fund 374 43,979 75,000 116,960 2
9700-Transfer Out-Sports Complex 1,179,054 1,345,790 1,927,790 0
9712-T/O EquipmentNehicle Replacem 1,400,000 0 0 >
a
9714-Transfer Out-Computer Resery 1,200,000 0 0 u,
9900-Transfer Out-Reserves 0 508,680 607,480 z
TOTAL TRANSFER OUT $ 4,007,673 $ 2,235,710 $ 2,958,470 W
x
LL
TOTAL GENERAL FUND $ 63,034,801 $ 65,240,470 $ 69,162,990
a.
0
u
281-FIRE FUND
PERSONNEL SERVICES
I i C,LI \ l•,u. 2(114 15 I'IClllllindi\ I1u4cl 1'a1_ c I Th5 •
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 0
2012/13 Adopted Preliminary d
Actual Budget Budget
5000-Regular Salaries $ 7,016,036 $ 6,821,930 $ 7,518,580 E
5005-Overtime Salaries 2,217,793 2,057,330 2,413,580 u°
5010-Part Time Salaries 74,807 91,840 79,570 F=
Fringe Benefits 5,161,068 5,528,580 5,786,640
5060-Tuition Reimbursement 16,801 20,000 10,000 '
u
TOTAL PERSONNEL SERVICES $ 14,486,504 $ 14,519,680 $ 15,808,370
u.,
OPERATIONS&MAINTENANCE a
5100-Travel and Meetings $ 16,468 $ 15,800 $ 26,540 N
5102-Training 55,995 92,240 126,120
5150-Office Supplies&Equipment 25,453 30,230 22,030 t
5151 -Postage 1,118 500 800 ;
5152-Computer Software 0 25,000 0 d
5155-Public Relations/Educ Material 20,180 23,500 24,000 v IS
5160-Membership Dues 4,513 5,050 5,210
5161 -Publications& Subscriptions 2,695 6,600 4,360 i-
nn
5165-Licenses,Permits&Fees 5,163 8,840 9,120
m
5200-Operations&Maintenance 164,956 241,110 266,310
5215-0& M/Computer Equipment 572 0 0 .
5220-Cellular Technology 20,237 24,170 34,800 i
5250-Vehicle Operations&Maint. 84,151 139,860 139,860 .3
5255-Gasoline 21,333 30,770 35,770 vi
5256-Diesel Fuel 58,289 91,480 91,480
N
5280-Equip Operations& Maint 13,222 22,600 24,200
C
5285-Safety Gear&Equipment 47,633 53,140 73,690
5290-Specialized Tools&Equipment 22,513 29,440 28,940 c
5291 -Equipment Supplies&Repairs 35,949 31,080 27,450 ,
5300-Contract Services 584,203 677,440 734,040
5312-Legal Services 29,934 50,000 50,000
5320-Hazardous Waste Removal 2,086 2,500 2,500
5321 -Fire Incident Costs 359 2,500 2,500 v
5400-Telephone Utilities 25,611 36,900 34,670
5401 -Gas Utilities 9,507 13,060 11,040 ii
5402- Water Utilities 13,332 15,990 16,750 °
5403-Electric Utilities 69,335 85,770 94,910 i
5416-General Liability Insurance 53,111 58,900 58,900 2
5501 -Admin./General Overhead 956,570 1,689,520 1,940,320 0
5510-Property Tax Admin.Fee 128,279 172,040 138,790
5720-Misc Contributions to City 166,490 225,750 274,980 W
u
5999-Prior Period Adjustment (72,650) 0 0 z
z
TOTAL OPERATIONS&MAINTENANCE $ 2,566,604 $ 3,901,780 $ 4,300,080 LL
x
CAPITAL OUTLAY o
TOTAL CAPITAL OUTLAY $ 0 $ 0 $ 0 0
DEBT SERVICE
� \
r - T
••-
I kc iI \ �:Ir _'O14 I ` l'ichmlll,w, I�llLI!L'l I) :1_L.' I TI() •��••
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
u
2012/13 Adopted Preliminary
Actual Budget Budget 'g-
5700-Interest Expense $ 200,972 $ 191,830 $ 173,930
5701 -Principal Repayments 199,013 208,160 626,050
5703-Capital Lease Payment 654 3,780 4,600 ~
TOTAL DEBT SERVICE $ 400,638 $ 403,770 $ 804,580 ;,
cs
TRANSFER OUT
9283-Transfer Out-CFD 88-1 $ 598,550 $ 729,770 $ 980,660 in
TOTAL TRANSFER OUT $ 598,550 $ 729,770 $ 980,660
0
N
TOTAL FIRE FUND $ 18,052,297 $ 19,555,000 $ 21,893,690 ','
v
2,$2-COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES w
5000-Regular Salaries $ 2,889,836 $ 2,909,070 $ 3,076,310 3
5005-Overtime Salaries 675,980 778,880 830,060 !
5010-Part Time Salaries 31,075 49,250 38,060
z
TOTAL PERSONNEL SERVICES $ 5,465,050 $ 5,658,250 $ 5,971,110 m
m
OPERATIONS&MAINTENANCE i
Fringe Benefits 1,868,160 1,921,050 2,026,680
�V
5100-Travel and Meetings $ 0 $ 120 $ 1,120 0.
5150-Office Supplies& Equipment 7,352 14,110 14,110
5160-Membership Dues 0 140 140 0
5161 -Publications& Subscriptions 0 220 220 0
5165-Licenses,Permits&Fees 3,410 4,680 4,770 v
5200-Operations&Maintenance 44,866 50,880 52,180 e
5215 -O&M/Computer Equipment 1,213 0 0 LL
5250-Vehicle Operations&Maint. 52,042 69,940 69,940
5255-Gasoline 12,741 15,160 17,160 .c
5256-Diesel Fuel 49,749 45,060 50,060
5280-Equip Operations&Maint 1,490 6,000 6,000
5285-Safety Gear&Equipment 12,134 15,640 15,640 u
T
5290-Specialized Tools&Equipment 1,272 3,130 3,130 0
5300-Contract Services 385,538 398,980 434,260 W
5400-Telephone Utilities 14,325 18,660 17,710 a
5401 -Gas Utilities 5,274 8,390 7,620
o
5402-Water Utilities 16,032 16,940 17,860
5403-Electric Utilities 37,719 49,110 57,840 0
5416-General Liability Insurance 41,699 46,270 46,270 z
5501 -Admin./General Overhead 101,030 408,010 331,080 z
5720-Misc Contributions to City 34,090 41,100 41,100 i
5725-Other Expenditures 626,325 0 0 LL it
5999-Prior Period Adjustment (39,627) 0 0
0.
TOTAL OPERATIONS& MAINTENANCE $ 1,408,673 $ 1,212,540 $ 1,188,210 0
DEBT SERVICE
- •..
I kcal 1 cal 2(11-I I l'ICI IlllllltI\ !3 11d1.Lt Rit2L. I , ` L.•::J
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget E
L
2013/14 2014/15 '
2012/13 Adopted Preliminary v
Actual Budget Budget
TOTAL DEBT SERVICE $ 0 $ 0 $ 0 E
0
Y
TRANSFER OUT 1-
TOTAL TRANSFER OUT $ 0 $ 0 $ 0
Z-
TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,873,723 $ 6,870,790 $ 7,159,320 g
ui
283-COMMUNITY FACILITIES DIST 88-1 0
PERSONNEL SERVICES N
5000-Regular Salaries $ 787,549 $ 839,690 $ 943,240 v
5005-Overtime Salaries 329,341 313,460 344,870
TOTAL PERSONNEL SERVICES $ 1,675,034 $ 1,740,520 $ 1,922,480 -
a,
c
13
OPERATIONS&MAINTENANCE 3
Fringe Benefits 558,144 587,370 634,370 1
5150-Office Supplies&Equipment $ 1,591 $ 3,420 $ 3,420 ic
5165-Licenses,Permits&Fees 1,289 1,830 1,920 2
5200-Operations&Maintenance 16,523 17,480 17,980
5300-Contract Services 92,692 98,860 105,510
5400-Telephone Utilities 9,728 9,840 9,840 T.
5401 -Gas Utilities 1,625 1,860 2,080 a
5402-Water Utilities 3,753 5,020 4,250
5403 -Electric Utilities 11,821 13,760 15,820 z
'o
5416-General Liability Insurance 10,109 11,230 11,230 g
5501 -Admin./General Overhead 9,770 99,770 107,150 ,
5720-Misc Contributions to City 17,040 19,840 19,840
5999-Prior Period Adjustment (8,918) 0 0
LI
TOTAL OPERATIONS&MAINTENANCE $ 167,022 $ 282,910 $ 299,040
'u
c
DEBT SERVICE 'o
u
TOTAL DEBT SERVICE $ 0 $ 0 $ 0 8.
TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,842,056 $ 2,023,430 $ 2,221,520
w
w
229.-LIBRARY FUND
2
PERSONNEL SERVICES o
5000-Regular Salaries $ 1,413,762 $ 1,538,000 $ 1,535,130 '^
5010-Part Time Salaries 613,845 734,340 777,900
o
u
TOTAL PERSONNEL SERVICES $ 2,762,348 $ 3,049,610 $ 3,095,840 a
z
LL
QPERATIONS&MAINTENANCE x
Fringe Benefits 734,741 777,270 782,810 a
5100-Travel and Meetings $ 14,077 $ 13,700 $ 16,700 a
0
5102-Training 315 2,000 2,000
5105-Mileage 758 1,900 1,900
5150-Office Supplies&Equipment 20,706 22,500 22,550
Y---?
:••
I ',LA 1 ca 2))I4 I I'rclimin,ir\ Iliad ci 1) 1:2k: 128 1_,•PJ
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 `o
2012/13 Adopted Preliminary t
Actual Budget Budget
5152-Computer Software 0 6,000 32,700 0
5160-Membership Dues 3,560 5,550 5,550
5200-Operations&Maintenance 400,640 571,000 617,420 ~
5207-0&M/Capital Supplies 0 13,000 6,850 x"
5215-O&M/Computer Equipment 0 0 5,000 u
5220-Cellular Technology 1,495 1,610 1,610
5300-Contract Services 165,767 286,360 247,440 In
5400-Telephone Utilities 9,114 10,000 10,500 v
5402-Water Utilities 5,141 4,500 4,500 N
5403-Electric Utilities 59,073 70,050 70,050
5501 -Admin./General Overhead 70,910 70,910 70,910
TOTAL OPERATIONS& MAINTENANCE $ 751,555 $ 1,079,080 $ 1,115,680
CAPITAL OUTLAY
TOTAL CAPITAL OUTLAY $ 0 $ 0 $ 0
v
DEBT SERVICE m
5703-Capital Lease Payment $ 1,693 $ 9,500 $ 10,500
TOTAL DEBT SERVICE $ 1,692 $ 9,500 $ 10,500
TRANSFER OUT
9298-Transfer Out-CA Literacy Cmpgn $ 8,178 $ 0 $ 0 t
9329-Transfer Out-Library Cap Fund 502,900 0 0
a
TOTAL TRANSFER OUT $ 511,078 $ 0 $ 0 s
is
v
0
TOTAL LIBRARY FUND $ 4,026,675 $ 4,138,190 $ 4,222,020 (r-
TOTAL OPERATING BUDGET $ 93,829,555 $ 97,827,880 $ 104,659,540 A
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L
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Q
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iscal 1 L•ar ?O 14 15 I'R'I iIninar■ 13ud ci I'a_ 12') �
•
I
City of Rancho Cucamonga, California E
Expenditure Summary by Department
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
E
0
Y
i-
I
_
Z'
Library Services
Governance
33% u
Community Services 2.65/o
6.02% d
Fire District A
21.02% v.
0
Public Works Services ^'
13.88%
ai
Planning
c
>.
2.01% v
N
N
C
3
Engineering Services Police t
18.18% 19.32% m
3
m
Building&Safety 0,0`0 / y
Econ.and Comm.Dev. Animal Care and
0.41% Services .o
Finance 1.63% '
Human Resources 0.86% Administrative �
0.39% Services
10.80% 8
a
C
0
t
Governance $ 2,280,960 0
Fire District 36,130,770
Police 33,206,940
Animal Care and Services 2,809,120
Administrative Services 18,558,660
Finance 1,473,720
Human Resources 668,730
0.
Econ. and Comm. Dev. 709,730 0
a<
Building& Safety 2,575,090
Engineering Services 31,255,770 2
z
Planning 3,452,490
Public Works Services 23,864,550 a
Community Services 10,348,260 d
z
Library Services 4,548,810 LL
w
=
I-
Total All Funds Budget $ 171,883,600 0
a
0
u
I kcal Year 011-1 15 I'r�'lintinar\ Iiiid.'ct I'. t e I ." () IA*I„%'..
•:'J
•-••
City of Rancho Cucamonga
Expenditure Summary by Category
All Funds
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 g
U
2012/13 Adopted Preliminary
Actual Budget Budget
c
CITY OF RANCHO CUCAMONGA
PERSONNEL SERVICES $ 38,650,245 $ 40,941,430 $ 41,559,470 F
OPERATIONS&MAINTENANCE 67,089,977 76,394,150 78,593,290
CAPITAL OUTLAY 17,941,776 19,619,860 15,360,880 z.
DEBT SERVICE 4,915 577,720 577,770 `'
COST ALLOCATION (3,397,570) (4,919,800) (5,104,290) a
TRANSFER OUT 7,100,118 3,653,500 4,815,470 '"
TOTAL CITY OF RANCHO CUCAMONGA $ 127,389,463 $ 136,266,860 $ 135,802,590 0
RANCHO CUCAMONGA REDEVELOPMENT AGENCY
PERSONNEL SERVICES $ 0 $ 0 $ 0
OPERATIONS&MAINTENANCE 235,739,710 0 0 -
CAPITAL OUTLAY 4,062,618 0 0 .
DEBT SERVICE 31,183,794 0 0 3
TRANSFER OUT 14,974,771 0 0
TOTAL R.C.REDEVELOPMENT AGENCY $ 285,960,893 $ 0 $ 0
m
R.C. FIRE PROTECTION DISTRICT
PERSONNEL SERVICES $ 21,626,589 $ 21,918,450 $ 23,701,960
OPERATIONS&MAINTENANCE 23,976,790 7,059,840 6,967,810
CAPITAL OUTLAY 398,348 3,524,500 3,626,000
DEBT SERVICE 400,638 403,770 804,580 E.
N
TRANSFER OUT 1,715,810 729,770 980,660 0
0
TOTAL R.C.FIRE PROTECTION DISTRICT $ 48,118,177 $ 33,636,330 $ 36,081,010
a
0
TOTAL ALL FUNDS $ 461,468,534 $ 169,903,190 $ 171,883,600
V
O
CJ
2
LL
W
LL
O
11,c,11 lCur _'OI4 I 111111ll:ll I I • •••
-•-••
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
0
2012/13 Adopted Preliminary
Actual Budget Budget
CITY OF RANCHO CUCAMONGA E
001-GENERAL FUND u°
5000-Regular Salaries $ 13,712,101 $ 15,141,940 $ 15,172,270 1-
5005-Overtime Salaries 252,032 309,000 297,600 2
5010-Part Time Salaries 1,388,067 1,591,750 1,949,180 u
Fringe Benefits 6,581,303 7,182,300 7,714,330
5060-Tuition Reimbursement 24,642 24,000 24,000
5061 -Employee Development 44,952 159,250 118,420 m
v
5065-Coffee Fund 5,132 3,500 4,500 0
5093-Other Funds-Salary Reimbursmnt (119,290) (432,650) (489,220)
5100-Travel and Meetings 83,601 124,310 146,710
5102-Training 95,527 149,600 157,160
5105-Mileage 3,662 5,200 5,400
5150-Office Supplies&Equipment 212,397 242,700 247,500 v
5151 -Postage 58,160 82,320 88,120 3
1
5152-Computer Software 44,134 40,660 51,900 5
m
5160-Membership Dues 100,988 129,110 135,730
co
5161 -Publications& Subscriptions 13,207 57,230 58,100 cc
5165-Licenses, Permits&Fees 205,029 259,000 233,000
5200-Operations&Maintenance 1,312,900 1,517,340 1,624,600 i)
5201 -O&MNolunteer Program 18,614 20,000 20,000 '
5204-O&M/Facilities 472,383 479,780 517,180 L
5207-0&M/Capital Supplies 0 70,300 23,300 V
5210-O&M/Crime Prevention 11,629 17,000 21,000
5215-0&M/Computer Equipment 9,894 2,830 12,400
5220-Cellular Technology 156,048 140,740 153,090 0
5250-Vehicle Operations&Maint. 397,059 524,100 524,600 v
5252-Emergency Equipment&Veh Rntl 20,786 38,670 33,670
5253-Vehicle Collision Repair 60,588 135,000 135,000
5255-Gasoline 719,897 751,850 751,850
5256-Diesel Fuel 29,091 65,000 40,000 1"
Z
5257-CNG Fuel 14,870 21,000 24,000 ti
5260-O&M/Animal Care 181,163 138,330 138,330 >-
5262-O&M/Community&Info Programs 4,968 2,000 2,000 0
V
5263-O&M/Field Services 8,317 5,000 5,000 N
5264-O&MNeterinarian Services 108,313 102,000 102,000 a
5280-Equip Operations&Maint 22,287 30,430 30,430 0
5283-Depreciation-Computer Equip 0 40,000 115,000
5285-Safety Gear& Equipment 28,179 28,130 28,130 °
V
5300-Contract Services 31,419,106 33,104,670 35,119,070 a
5303-Contract Serv/Reimbursable 322,145 512,500 523,380 LL
5304-Contract Serv/Facilities 1,333,358 1,667,470 1,521,930 Lj
5310-Tree Maintenance 0 400,000 500,000 0
5312-Legal Services 455,920 322,270 414,810 a
0
5320-Hazardous Waste Removal 16,957 24,320 24,320
5360-Contract Serv/Animal Care 69,849 70,910 70,910
I i,k,il l L.ar '(J14- I I'ik.liiiHiii,ir\ l Lkl 2Ct I';i_c 1 •:••;:•
•
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary v
Actual Budget Budget .=
5362-Contract Serv/Comm&Info Prgm 5,950 9,990 9,990 £
5363-Contract Serv/Field Services 16,215 16,500 16,500 i
5364-Contract ServNet Services 107,772 123,400 73,400 '
5365-Cont Srv-Spay/Neuter Program 0 0 50,000
5400-Telephone Utilities 268,098 243,820 293,100 u
5401 -Gas Utilities 94,128 129,970 115,000 '
5402-Water Utilities 400,805 409,900 445,960
a
5403-Electric Utilities 1,357,926 1,324,740 1,518,790
a
5410-Property Insurance 147,717 173,000 189,280 0
5510-Property Tax Admin.Fee 75,799 94,330 82,730
5602-Capital Outlay-Bldg& Imprvmnt 32,826 0 0
5603-Capital Outlay-Equipment 0 81,610 21,610
5604-Capital Outlay-Vehicles 0 0 83,000 la
v
5605-Capital Outlay-Computer Equip 0 0 5,000 v
5703-Capital Lease Payment 1,858 16,440 13,750 3.
5725-Other Expenditures 15,637 0 0 v
5990-Cost Allocation Plan Offset (3,397,570) (4,919,800) (5,104,290) m
9008-Transfer Out-Fund 008 4,800 4,800 4,800 m
9131 -Transfer Out-LMD2 0 301,440 301,440 .7,
9281 -Transfer Out-Fire Fund 179,840 0 0 §
9374-Transfer Out-Fund 374 43,979 75,000 116,960 It
9700-Transfer Out-Sports Complex 1,179,054 1,345,790 1,927,790
9712-T/O Equipment/Vehicle Replacem 1,400,000 0 0 N
9714-Transfer Out-Computer Resery 1,200,000 0 0 °
9900-Transfer Out-Reserves 0 508,680 607,480
a
TOTAL GENERAL FUND $ 63,034,801 $ 65,240,470 $ 69,162,990 a
a
iz
003-REIMB ST/COUNTY PARKING CIT
5200-Operations&Maintenance $ 52,446 $ 55,050 $ 72,610 _,
0
TOTAL REIMB ST/COUNTY PARKING CIT $ 52,446 $ 55,050 $ 72,610
v
006-CVWD REIMBURSEMENTS >
a
5000- Regular Salaries $ 109,625 $ 99,140 $ 90,140 ti
o
oo
Fringe Benefits 52,488 45,330 42,200 N
5200-Operations&Maintenance 33,216 43,000 43,000 Q
5250-Vehicle Operations&Maint. 10,269 10,000 10,000 0
5252-Emergency Equipment&Veh Rntl 1,000 1,000 1,000
5280-Equip Operations&Maint 480 500 500 °
9001 -Transfer Out-General Fund 0 0 50,000 a
z
TOTAL CVWD REIMBURSEMENTS $ 207,078 $ 198,970 $ 236,840
008-CNTY OF S.B.REIMBURSEMENTS o
a
5300-Contract Services $ 88,298 $ 86,680 $ 86,680 °v
TOTAL CNTY OF S. B.REIMBURSEMENTS $ 88,298 $ 86,680 $ X86,680
I i,k.,il 1 ∎•,ir 2')I4 1 I�1 U
LIimiii, \ 111:11:,.12.i 1':� ,. 1 ', :
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15 E
2012/13 Adopted Preliminary
Actual Budget Budget
Q-COMM DEV TECHNICAL SRVCS FUND g
5000-Regular Salaries $ 22,357 $ 0 $ 0 y
Fringe Benefits 10,705 0 0 ~
5161 -Publications&Subscriptions 0 0 840 $
5200-Operations&Maintenance 0 35,500 1,500 5
5220-Cellular Technology 550 630 0 1
5300-Contract Services 124,449 50,000 50,000 k
TOTAL COMM DEV TECHNICAL SRVCS FUND $ 158,060 $ 86,130 $ 52,340
)(-7!
017-LAW ENFORCEMENT RESERVE
a,
5501 -Admin./General Overhead $ 840 $ 3,940 $ 1,760 2.
5602-Capital Outlay-Bldg&Imprvmnt 0 100,000 0 a
5603-Capital Outlay-Equipment 0 0 130,350 0
5650-Capital Project 35,723 0 100,000 3
9001 -Transfer Out-General Fund 0 60,000 114,080
9373-Transfer Out-Fund 373 30,160 12,720 0
0
m
TOTAL LAW ENFORCEMENT RESERVE $ 66,722 $ 176,660 $ 346,190 2
9a-TRAFFIC SAFETY 2
,
5300-Contract Services $ 354,207 $ 358,200 $ 393,200 $
0.
5501 -Admin./General Overhead 0 2,940 2,650 '"
TOTAL TRAFFIC SAFETY $ 354,207 $ 361,140 $ 395,850 0
c
0
019-INFO TECHNOLOGY-DEVELOPMENT
0
5501 -Admin./General Overhead $ 196,860 $ 204,320 $ 204,320 a
4J
TOTAL INFO TECHNOLOGY-DEVELOPMENT $ 196,860 $ 204,320 $ 204,320
Qa-CITY TECHNOLOGY FEE FUND c
0
9714-Transfer Out-Computer Resery $ 0 $ 208,250 $ 135,070
U
TOTAL CITY TECHNOLOGY FEE FUND $ 0 $ 208,250 $ 135,070 >
25
022-MOBILE HOME PARK PROGRAM W
5150-Office Supplies&Equipment $ 930 $ 0 $ 0 v)
5152-Computer Software 343 0 0 z
5200-Operations&Maintenance 3,150 5,150 5,150
5300-Contract Services 0 31,000 31,000 0
W
5501 -Admin./General Overhead 30 60 280 z
a
z
TOTAL MOBILE HOME PARK PROGRAM $ 4,453 $ 36,210 $ 36,430 LL
W
H
9_23-SB1186 CERT ACCESS SPEC PROC o
r
5102-Training $ 0 $ 700 $ 700 0
5200-Operations&Maintenance 0 3,810 3,930
5501 -Admin./General Overhead 0 0 330
____. . -
•;-:J I Nc l L:i 211 I I 1'rL.lI i 11Wir\ iuILL1 1',1_x• I “
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 1
0
2012/13 Adopted Preliminary
v
Actual Budget Budget
E
TOTAL SB1186 CERT ACCESS SPEC PROG $ 0 $ 4,510 $ 4,960 0
U
01-CAPITAL RESERVE ~
5152-Computer Software $ 599 $ 0 $ 0 1
5165-Licenses,Permits&Fees 169 0 0 u
5200-Operations&Maintenance 108,551 46,900 0 1
a
5204-0&M/Facilities 10,000 0 0
0
5207-0&M/Capital Supplies 59,878 0 13,500
5215-0&M/Computer Equipment 4,552 0 0
N
5252-Emergency Equipment&Veh Rntl 2,649 0 0 v
5300-Contract Services 271,274 58,250 147,000 5.
5304-Contract Serv/Facilities 4,115 15,000 0
5320-Hazardous Waste Removal 0 0 20,000
5411 -Other Insurance 6,104 7,050 6,580
5416-General Liability Insurance 348,933 371,580 293,130 '
5417-General Liability Claims 450,919 350,000 650,000 aa
5501 -Admin./General Overhead 13,420 25,320 13,390 m
5601 -Capital Outlay-Building 38,788 0 0 op
5602-Capital Outlay-Bldg&Imprvmnt 87,668 1,570,000 35,000
5603-Capital Outlay-Equipment 42,175 16,300 35,000 T.
5607-Cap Outlay-Impry Oth Than Bldg 207,704 200,500 380,000 0
5650-Capital Project 3,766,277 0 885,000 ;
9001 -Transfer Out-General Fund 398,990 0 0
0
c
TOTAL CAPITAL RESERVE $ 5,822,765 $ 2,660,900 $ 2,478,600 •b)
B
2
073-BENEFITS CONTINGENCY .
5000-Regular Salaries $ 933,541 $ 300,000 $ 300,000 t
Fringe Benefits 169 0 0
5096-Supplementary Retirement Plan 275,686 0 0
5098-Vol. Sep.Program 3,633 0 0 0
5501 -Admin./General Overhead 2,760 7,550 3,650 o
9001 -Transfer Out-General Fund 33,970 0 0 a
0
u
TOTAL BENEFITS CONTINGENCY $ 1,249,758 $ 307,550 $ 303,650 W
100-ASSESSMENT DISTRICTS ADMIN 2
z
5000-Regular Salaries $ 105,429 $ 108,600 $ 108,790 °-
Fringe Benefits 50,479 50,740 50,830 >
0
5100-Travel and Meetings 52 2,040 2,750 z
5102-Training 12,025 11,500 13,550 z
5105-Mileage 1,534 1,750 1,750 W
5150-Office Supplies&Equipment 138 1,000 1,000 LL
5151 -Postage 8,179 12,000 12,000 ,_
a
5152-Computer Software 5,424 2,000 11,950 $
5200-Operations&Maintenance 31,550 32,300 30,800
5215-O&M/Computer Equipment 18,679 1,700 ' 6,160
titit(
I i•Lal l gar 21!14 I h I'rl111[1ii1 l•\ 11u,l,�l1 1).1 ': I L, •;;
• •,
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget E
L
2013/14 2014/15 0
2012/13 Adopted Preliminary
iv
Actual Budget Budget
5220-Cellular Technology 1,374 1,700 4,500 E
E
5300-Contract Services 131,473 185,530 112,150 ci
5501 -Admin./General Overhead 720,640 784,560 775,790 '
To
TOTAL ASSESSMENT DISTRICTS ADMIN $ 1,086,975 $ 1,195,420 $ 1,132,020
o
105-AB2766 AIR OUALITY IMPROVEMENT
-
5102-Training $ 0 $ 2,500 $ 2,500
5200-Operations&Maintenance 18,597 27,690 21,160 o
5300-Contract Services 1,500 4,520 1,320 ^J.
5501 -AdminJGeneral Overhead 9,260 1,000 640 d
c
5603-Capital Outlay-Equipment 0 238,000 0 .
5604-Capital Outlay-Vehicles 521,145 0 0 0
N
5607-Cap Outlay-Impry Oth Than Bldg 0 71,500 0
a
TOTAL AB2766 AIR QUALITY IMPROVEMENT $ 550,501 $ 345,210 $ 25,620 3
0
110-BEAUTIFICATION 11
CO
5501 -Admin./General Overhead $ 4,850 $ 1,900 $ 670
5650-Capital Project 17,649 401,000 400,000 .a
5999-Prior Period Adjustment (20,514) 0 0 i
TOTAL BEAUTIFICATION $ 1,984 $ 402,900 $ 400,670 II-
112-DRAINAGE FAC/GENERAL
0
5000-Regular Salaries $ 82,299 $ 37,620 $ 38,600 `_
5005 Overtime Salaries 22 0 0
Fringe Benefits 39,405 17,510 18,140 a
5300-Contract Services 0 35,000 25,000 LL
5501 -Admin./General Overhead 9,040 11,590 6,270
5650-Capital Project 1,405,983 66,000 110,000
0
TOTAL DRAINAGE FAC/GENERAL $ 1,536,748 $ 167,720 $ 198,010
Z.
u
114-DRAINAGE-ETIWANDA/SAN SEVAINE 1>-
5501 -Admin./General Overhead $ 80 $ 580 $ 390 0
cc
W
TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE $ 80 $ 580 $ 390
2
z
116-ETIWANDA DRAINAGE g
1
5000-Regular Salaries $ 26,589 $ 7,710 $ 7,710 0
Fringe Benefits 12,731 3,620 3,620 z
5300-Contract Services 0 10,000 0 z
5501 -Admin./General Overhead 3,960 4,200 1,710 i
5650-Capital Project 53,372 40,000 40,000 LL
0
TOTAL ETIWANDA DRAINAGE $ 96,651 $ 65,530 $ 53,040 0
v
118-UPPER ETIWANDA DRAINAGE
5501 -Admin./General Overhead $ 80 $ 350 $ �� 1.
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I i,L;il 1 L.,ii .'(11-1 1 ' I'rLliniin,ir\ lluj12L1 I'a_L. I ,(,
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary a
Actual Budget Budget :2
E
TOTAL UPPER ETIWANDA DRAINAGE $ 80 $ 350 $ 160 0
Y
120-PARK DEVELOPMENT ~
5000-Regular Salaries $ 88,260 $ 89,540 $ 77,770
Fringe Benefits 42,259 42,080 36,550 ;'
5100-Travel and Meetings 0 1,000 1,000 --
5150-Office Supplies&Equipment 0 1,000 200 "
5160-Membership Dues 550 170 150 3
5161 -Publications& Subscriptions 1,344 1,100 0 N
5200-Operations&Maintenance 7,450 430 500 v
5207-0& M/Capital Supplies 0 65,000 0
5300-Contract Services 32,283 55,000 5,000 I
5501 -Admin./General Overhead 9,610 17,990 14,410 2
5650-Capital Project 343,717 50,000 412,250
3
9128-Transfer Out-Fund 128 632,000 0 0 !
on
TOTAL PARK DEVELOPMENT $ 1,157,472 $ 323,310 $ 547,830 m
m
122-SOUTH ETIWANDA DRAINAGE
a
5501 -Admin./General Overhead $ 30 $ 250 $ 90 i'
TOTAL SOUTH ETIWANDA DRAINAGE $ 30 $ 250 $ 90 a
t;
124-TRANSPORTATION
0
5000-Regular Salaries $ 546,201 $ 574,510 $ 648,300 `o_
Fringe Benefits 261,521 269,770 304,190 .,
5152-Computer Software 0 0 3,740 a
5160-Membership Dues 345 600 600 LL
5215-O& M/Computer Equipment 4,714 0 2,480
5300-Contract Services 24,180 50,920 44,490 72
5501 -Admin./General Overhead 68,790 79,090 74,600
5650-Capital Project 567,600 5,012,200 2,268,000
o
5720-Misc Contributions to City 0 0 19,730 >
5999-Prior Period Adjustment (2,239) 0 0 0
cc
TOTAL TRANSPORTATION $ 1,471,112 $ 5,987,090 $ 3,366,130
M
126-LOWER ETIWANDA DRAINAGE zo
5501 -Admin./General Overhead $ 90 $ 330 $ 140
5650-Capital Project 8,525 0 0 °
z
TOTAL LOWER ETIWANDA DRAINAGE $ 8,615 $ 330 $ 140 z
LL
W
129-UNDERGROUND UTILITIES x
LL
5501 -Admin./General Overhead $ 11,810 $ 13,460 $ 12,950 a
5650-Capital Project 62,457 661,170 655,570
TOTAL UNDERGROUND UTILITIES $ 74,266 $ 674,630 $ 668,520
I i,Ail 1 c:ir 21114 1 s I'iclinhin:Ir\ 1lu412Lt I'.I_(• 1 L.' ]•■••:
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary
Actual Budget Budget •
13Q-LMD#1 GENERAL CITY g
E
0
5000-Regular Salaries $ 138,430 $ 150,990 $ 56,980
5005-Overtime Salaries 3 0 0 ~
5010-Part Time Salaries 17,270 22,400 0 =
Z
Fringe Benefits 68,557 73,430 26,540 0
5200-Operations&Maintenance 65,430 70,570 56,220
5204-0&M/Facilities 6,954 6,500 6,500
5250-Vehicle Operations&Maint. 1,882 2,000 2,000 v
5252-Emergency Equipment& Veh Rntl 0 800 800 N
5280-Equip Operations&Maint 5,222 3,800 3,800
CU
5300-Contract Services 557,663 492,600 455,570
5304-Contract Serv/Facilities 0 5,000 5,000 re
5310-Tree Maintenance 63,260 50,000 50,000
5400-Telephone Utilities 2,186 2,550 2,550 3
5402-Water Utilities 283,219 317,640 332,640 I
5403 -Electric Utilities 60,618 68,630 68,630 m
5500-Assessment Administration 65,020 65,870 65,870 2
5501 -Admin./General Overhead 67,040 67,040 73,870 r
5603-Capital Outlay-Equipment 0 2,700 0 ii
TOTAL LMD#1 GENERAL CITY $ 1,402,754 $ 1,402,520 $ 1,206,970 a
a
131-LMD#2 VICTORIA N
N
5000-Regular Salaries $ 657,099 $ 611,460 $ 582,580 0
c
5005-Overtime Salaries 1,442 1,090 1,090 °
5010-Part Time Salaries 68,984 80,320 80,320 0
Fringe Benefits 323,567 296,150 283,800
5200-Operations&Maintenance 50,530 66,550 67,150 LL
-c
5250-Vehicle Operations&Maint. 4,481 5,000 5,000
5300-Contract Services 843,469 1,022,210 1,158,680 .'
5310-Tree Maintenance 94,350 94,950 128,000 8
5400-Telephone Utilities 1,106 1,250 1,250
5402-Water Utilities 784,173 829,160 998,160 ii
5403-Electric Utilities 81,855 90,880 90,880 8
5500-Assessment Administration 34,870 34,870 34,870 u,
5501 -Admin./General Overhead 190,020 190,020 213,000 i
5504-Interfund Allocation 0 73,070 70,960 0
9900-Transfer Out-Reserves 0 100,000 0 '^
0
TOTAL LMD#2 VICTORIA $ 3,135,945 $ 3,496,980 $ 3,715,740 i,
z
a
132-LMD#3A HYSSOP z
w
5200-Operations&Maintenance $ 452 $ 800 $ 1,100 =
x
LL
5300-Contract Services 5,051 3,650 3,650 2
5402-Water Utilities 737 900 900 0
5403-Electric Utilities 582 600 800
5500-Assessment Administration 50 50 50
I] L.1l 1 c;ll' 2I11 H l'IclIIIIIII;II ill■IL'�'l 1'.1,_� `X •'V::
-•-••
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary v
Actual Budget Budget :2
l
5501 -Admin./General Overhead 40 190 90 E
E
0
TOTAL LMD#3A HYSSOP $ 6,910 $ 6,190 $ 6,590
3-LMD#3B MEDIANS s
5000-Regular Salaries $ 310,945 $ 269,050 $ 60,710
5005-Overtime Salaries 183 2,630 0 1
a
5010-Part Time Salaries 47,550 42,100 11,600
Fringe Benefits 155,300 132,090 30,080 Z
5152-Computer Software 0 0 500 N
5200-Operations&Maintenance 48,419 59,200 11,100 v
5204-0&M/Facilities 5,452 0 6,000
5250-Vehicle Operations&Maint. 1,312 1,500 0
5252-Emergency Equipment&Veh Rntl 0 2,000 0
5280-Equip Operations& Maint 8,829 12,000 0
3
5300-Contract Services 433,150 410,450 398,140 1
5304-Contract Serv/Facilities 96,000 0 108,410 to
5310-Tree Maintenance 21,834 21,850 21,850 m
5400-Telephone Utilities 387 0 530
5402-Water Utilities 89,328 84,720 116,930 0•
5403-Electric Utilities 39,755 15,490 53,430
5500-Assessment Administration 6,170 6,270 6,270 8
5501 -Admin./General Overhead 54,640 59,730 57,910 t;
TOTAL LMD#3B MEDIANS $ 1,319,254 $ 1,119,080 $ 883,460
0
0
134-LMD#4R TERRA VISTA v
1
5000-Regular Salaries $ 580,169 $ 564,330 $ 637,750 d
5005 -Overtime Salaries 223 1,050 1,050
5010-Part Time Salaries 29,364 32,280 32,280 ni
Fringe Benefits 281,643 268,270 303,210
5200-Operations& Maintenance 73,017 75,150 96,280 u°
5250-Vehicle Operations&Maint. 5,966 6,000 6,000 v
5252-Emergency Equipment&Veh Rntl 0 1,700 1,700 ii
5280-Equip Operations&Maint 3,722 3,750 3,750 °
5300-Contract Services 624,481 455,030 676,470 N
5310-Tree Maintenance 32,000 52,000 70,000 §
5400-Telephone Utilities 2,581 2,910 2,910 0
5402-Water Utilities 298,834 332,530 392,530
5403-Electric Utilities 34,407 39,360 31,360 2
5500-Assessment Administration 23,010 22,990 22,990 a
5501 -Admin./General Overhead 132,490 156,500 156,180 LL
5603-Capital Outlay-Equipment 0 6,300 0 F
5607-Cap Outlay-Impry Oth Than Bldg 0 8,750 62,420 0
5650-Capital Project 173,054 300,000 550,000 ii
0
U
TOTAL LMD#4R TERRA VISTA $ 2,294,962 $ 2,328,900 $ 3,046,880--
L. ._ .• ;1'I.la1 Y cat .2()14 I " /'loll in,tl∎ 1311L1_�l 1';1 'L. 1 .“) :1 J
•_ .
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
a=
2013/14 2014/15
0
2012/13 Adopted Preliminary
a
Actual Budget Budget
15-LMD#5 TOT LOT E
5010-Part Time Salaries $ 85 $ 0 $ 0 v°
Fringe Benefits 1 0 0
5200-Operations&Maintenance 583 1,100 1,400 2
5250-Vehicle Operations&Maint. 0 70 70 5
5300-Contract Services 1,398 2,690 2,690 i
5402-Water Utilities 655 630 630 tn
5403-Electric Utilities 296 320 400 a
5500-Assessment Administration 240 220 220 0
5501 -Admin./General Overhead 40 300 110
5607-Cap Outlay-Impry Oth Than Bldg 0 0 35,650
TOTAL LMD#5 TOT LOT $ 3,297 $ 5,330 $ 41,170 a
v
c
136-LMD#6R CARYN COMMUNITY -0
5000-Regular Salaries $ 7,189 $ 7,490 $ 7,590
a
Fringe Benefits 3,442 3,520 3,570
3
5200-Operations&Maintenance 7,845 16,060 16,360 g
5252-Emergency Equipment&Veh Rntl 0 200 200 c`
5300-Contract Services 237,379 285,490 275,090 §
5310-Tree Maintenance 16,838 16,870 35,000
5402-Water Utilities 97,545 100,260 120,840
5403-Electric Utilities 6,837 8,310 8,310
5500-Assessment Administration 7,020 7,020 7,020 0
5501 -Admin./General Overhead 19,820 22,180 22,760 `o_
v
TOTAL LMD#6R CARYN COMMUNITY $ 403,914 $ 467,400 $ 496,740 0
E
137-LMD#7 NORTH ETIWANDA LL
-0
c
5000-Regular Salaries $ 162,135 $ 159,450 $ 165,060 -°
'u
5005-Overtime Salaries 4 0 0 S
0
5010-Part Time Salaries 7,592 10,380 10,380
Fringe Benefits 78,631 75,790 78,550 u
5200-Operations&Maintenance 44,300 46,960 47,260 ii
o
0
5204-O&M/Facilities 378 1,000 1,000
cc
5250-Vehicle Operations&Maint. 2,467 2,500 2,500 N
5252-Emergency Equipment&Veh Rntl 0 700 700 l
5300-Contract Services 299,988 354,440 341,150 0
5310-Tree Maintenance 6,950 6,950 6,950
5400-Telephone Utilities 1,000 1,050 1,220
5402-Water Utilities 284,057 295,540 239,540 a
5403-Electric Utilities 24,360 24,850 30,600 LL
5500-Assessment Administration 15,080 15,430 15,430
5501 -Admin./General Overhead 59,570 68,760 69,780 0
5603-Capital Outlay-Equipment 0 5,300 0 0
u
TOTAL LMD#7 NORTH ETIWANDA $ 986,511 $ 1,069,100 $ 1,010,120
I i>Cul 1 c 2(11� l 1'rcliniin:u■ liu�l et I'a 1-to .. ��J
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15
0
2012/13 Adopted Preliminary
v
Actual Budget Budget
13$-LMD#8 SOUTH ETIWANDA E
0
5000-Regular Salaries $ 1,439 $ 1,500 $ 1,520 u
Fringe Benefits 689 710 710
5200-Operations&Maintenance 547 2,300 2,600 =
5300-Contract Services 10,524 10,080 12,050 P
5310-Tree Maintenance 4,294 4,300 4,300 i
5402-Water Utilities 4,872 4,590 6,540
5403-Electric Utilities 929 1,030 1,300 a
5500-Assessment Administration 1,040 1,050 1,050 N
5501 -Admin./General Overhead 4,970 5,680 5,790
co
c
TOTAL LMD#8 SOUTH ETIWANDA $ 29,303 $ 31,240 $ 35,860 2.
112-LMD#9 LOWER ETIWANDA
5000-Regular Salaries $ 148,409 $ 150,030 $ 162,100 3
5005-Overtime Salaries 7 0 0
a,
5010-Part Time Salaries 7,315 7,860 7,860 -
3
Fringe Benefits 71,930 71,290 77,030 m
5200-Operations&Maintenance 32,815 20,850 23,370
5215-O&M/Computer Equipment 2,054 0 0 w
5220-Cellular Technology 960 1,080 1,370
'u
5252-Emergency Equipment&Veh Rntl 0 1,200 1,200 N
5280-Equip Operations&Maint 1,490 0 0 c
5300-Contract Services 146,217 133,240 129,280 0
5310-Tree Maintenance 26,000 26,050 28,500 `o
5402-Water Utilities 22,025 27,550 27,550
0
5403-Electric Utilities 6,835 8,730 8,730 o
N
5500-Assessment Administration 8,750 9,100 9,100 LL
5501 -Admin./General Overhead 21,860 32,700 30,550
5603-Capital Outlay-Equipment 0 6,200 0
c.
0
TOTAL LMD#9 LOWER ETIWANDA $ 496,667 $ 495,880 $ 506,640
o
1�4 -LMD#10 RANCHO ETIWANDA ).-
0
5000-Regular Salaries $ 137,692 $ 133,920 $ 150,180
L.
5005-Overtime Salaries 298 1,050 1,050
5010-Part Time Salaries 18,541 27,590 27,590 2
Fringe Benefits 68,000 66,490 74,330 0
5200-Operations&Maintenance 34,471 36,800 23,100
5204-0&M/Facilities 0 4,000 4,000 °
5215-O&M/Computer Equipment 684 0 0 a
5220-Cellular Technology 240 360 0 LL
W
5252-Emergency Equipment& Veh Rntl 0 1,000 500 ,1
5280-Equip Operations&Maint 877 1,000 1,000 0
5300-Contract Services 128,005 140,280 119,880 0
5304-Contract Serv/Facilities 0 2,000 2,000
5310-Tree Maintenance 15,236 15,260 ��15,000
. . .:;.; -
1 i.c:rl l �;u ,i i l4 Is' PH,iiiilinal\ l;rrll12:1 l'.1�.� 141 L.••:;J
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
0
2012/13 Adopted Preliminary
a
Actual Budget Budget
5402-Water Utilities 77,076 87,160 97,730 E
5403-Electric Utilities 47,904 64,690 31,690 u°
5500-Assessment Administration 4,130 4,260 4,260 iE
5501 -Admin./General Overhead 42,580 48,750 49,210
5603 -Capital Outlay-Equipment 0 6,200 0 Z'
v
TOTAL LMD#10 RANCHO ETIWANDA $ 575,732 $ 640,810 $ 601,520 g
a
151-SLD#1 ARTERIAL v
5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170 N
5005-Overtime Salaries 181 0 0 `v
5010-Part Time Salaries 10,329 0 0
Fringe Benefits 7,734 6,190 6,190
5102-Training 0 180 180 w
5160-Membership Dues 30 4,030 4,030 3
5200-Operations&Maintenance 1,414 4,940 7,990 1
5220-Cellular Technology 0 0 4,330 m
5280-Equip Operations&Maint 0 500 500 2
5400-Telephone Utilities 1,041 1,030 1,130
5403-Electric Utilities 625,478 628,470 628,470 w
5500-Assessment Administration 158,960 160,190 160,190
5501 -Admin./General Overhead 33,420 33,420 35,440 0.
TOTAL SLD#1 ARTERIAL $ 851,710 $ 852,120 $ 861,620
o
152-SLD#2 RESIDENTIAL `o
u
5403-Electric Utilities $ 278,759 $ 280,870 $ 521,410 0
5500-Assessment Administration 36,330 37,110 37,400 v
5501 -Admin./General Overhead 2,150 2,950 2,500
TOTAL SLD#2 RESIDENTIAL $ 317,239 $ 320,930 $ 561,310
c
0
0
.1M-SLD#3 VICTORIA z
5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170
y
5005-Overtime Salaries 22 0 0 $
5010-Part Time Salaries 10,320 0 0 W
Fringe Benefits 7,733 6,190 6,190 a
5102-Training 0 180 180 2
z
5160-Membership Dues 30 30 30
5200-Operations&Maintenance 9,225 11,440 9,940
0
5403-Electric Utilities 239,525 240,770 240,770 it
I
5500-Assessment Administration 35,190 35,360 35,450 z
5501 -Admin./General Overhead 4,510 4,890 4,300 W
x
TOTAL SLD#3 VICTORIA $ 319,678 $ 312,030 $ 310,030 0
r
a
154-SLD#4 TERRA VISTA o
5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170
5005-Overtime Salaries 22 0 0
I kcal 1'L.,11- :1)14 1S 1'rclimin,u% Ii1ILI 1 1);1 .k.' I-I' ��•••
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
L
2013/14 2014/15
2012/13 Adopted Preliminary
v°
Actual Budget Budget 1
5010-Part Time Salaries 10,320 0 0 E
Fringe Benefits 7,733 6,190 6,190 g
5102-Training 0 180 190 F.
5160-Membership Dues 30 30 30 To
5200-Operations&Maintenance 1,317 6,440 4,940
5280-Equip Operations&Maint 0 500 500
5403-Electric Utilities 111,770 111,900 111,900 a
5500-Assessment Administration 22,990 22,970 22,970 ;,
5501 -Admin./General Overhead 3,380 3,770 3,110 0
5650-Capital Project 23,783 0 0
a,
TOTAL SLD#4 TERRA VISTA $ 194,468 $ 165,150 $ 163,000
>.
co
155-SLD#5 CARYN COMMUNITY
v
c
5000-Regular Salaries $ 4,129 $ 4,140 $ 4,140 3
Fringe Benefits 1,977 1,950 1,950 i
5102-Training 0 180 180 m
5160-Membership Dues 30 30 30 m
5200-Operations&Maintenance 4,941 7,440 8,990 m
5403-Electric Utilities 45,414 45,390 45,390 a
5500-Assessment Administration 7,020 7,020 7,020 _
5501 -Admin./General Overhead 1,130 1,330 1,100 .a
TOTAL SLD#5 CARYN COMMUNITY $ 64,640 $ 67,480 $ 68,800
a
156-SLD#6 INDUSTRIAL AREA o
5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170 t;
0
5005-Overtime Salaries 22 0 0 a
E
5010-Part Time Salaries 10,329 0 0 LL
Fringe Benefits 7,734 6,190 6,190
5102-Training 0 180 180
5160-Membership Dues 30 30 30
5200-Operations& Maintenance 5,298 6,940 6,940 Z
u
5280-Equip Operations&Maint 0 400 400 Y
a
5403-Electric Utilities 79,913 82,370 82,370 0
5500-Assessment Administration 5,530 5,590 5,600 F
5501 -Admin./General Overhead 2,960 3,140 2,700 12
TOTAL SLD#6 INDUSTRIAL AREA $ 124,940 $ 118,010 $ 117,580 o
N
157-SLD#7 NORTH ETIWANDA °
V
5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170 z
5005-Overtime Salaries 22 0 0 LL
W
5010-Part Time Salaries 10,356 0 0
LL
Fringe Benefits 7,738 6,190 6,190 0
r
5102-Training 0 180 180 0
5160-Membership Dues 30 30 30
5200-Operations&Maintenance 3,600 4,940 4,940
. •.
I fiscal Year 21114 15 I'rclii>>inan I3ukiLlet I'.i 1-4's 1L�•:.'J
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget E
cc
2013/14 2014/15 c
2012/13 Adopted Preliminary v
Actual Budget Budget
5403-Electric Utilities 162,142 152,950 152,950 i
E
5500-Assessment Administration 19,830 19,840 20,060 u3
5501 -Admin./General Overhead 3,640 3,590 3,190 1-
To
TOTAL SLD#7 NORTH ETIWANDA $ 220,480 $ 200,890 $ 200,710 .
o
158-SLD#8 SOUTH ETIWANDA
5000-Regular Salaries $ 11,751 $ 11,780 $ 11,780
5005-Overtime Salaries 22 0 0
0
5010-Part Time Salaries 10,356 0 0 ^'
Fringe Benefits 7,081 5,540 5,540
5102-Training 0 180 180
5160-Membership Dues 30 30 30
5200-Operations&Maintenance 116 5,540 4,940 r
5403-Electric Utilities 55,274 55,750 55,750 a
5500-Assessment Administration 9,390 9,750 10,030 I
5501 -Admin./General Overhead 3,200 4,220 2,960
5650-Capital Project 31,987 1,000,000 0 m
c
TOTAL SLD#8 SOUTH ETIWANDA $ 129,206 $ 1,092,790 $ 91,210 'v
v
170-GAS TAX 2105/PROP111u
V
d
5000-Regular Salaries $ 173,321 $ 178,970 $ 269,750 r
Fringe Benefits 82,986 82,350 124,710 u
5250-Vehicle Operations&Maint. 431 610 610 0
c
5300-Contract Services 268,607 288,600 192,400 °
5501 -Admin./General Overhead 24,500 25,220 27,150 5
5650-Capital Project 136,482 0 100,000 v
LL
TOTAL GAS TAX 2105/PROP111 $ 686,328 $ 575,750 $ 714,620 2
.,
172-GAS TAX 2106-2107
0
U
5000-Regular Salaries $ 716,670 $ 799,230 $ 778,680 ir'
Li
5005-Overtime Salaries 68 10,500 10,500
r
5010-Part Time Salaries 49,928 88,340 88,340 0
Fringe Benefits 349,112 386,120 376,030 w
5200-Operations&Maintenance 0 4,580 4,580 a
5250-Vehicle Operations&Maint. 6,784 7,500 7,500
5280-Equip Operations&Maint 0 2,200 2,200
5300-Contract Services 7,500 7,500 36,000
5403-Electric Utilities 817,833 762,620 522,080 tJ
z
5501 -Admin./General Overhead 6,690 121,970 135,050 z
9152-Transfer Out-SLD2 0 0 240,540 W
z
I-
TOTAL GAS TAX 2106-2107 $ 1,954,585 $ 2,190,560 $ 2,201,500 0
a
174-GAS TAX R&T7360
5000-Regular Salaries $ 0 $ 0 $ 20,510
Fringe Benefits 0 0 __ 9,640
et.••
I j<Lal 1L..ti 2H1-1 I I'u'liiiiinar\ liii4 l I';12k 1-1-4 . ••.
_•_.•
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15
2012/13 Adopted Preliminary u°
Actual Budget Budget °i
5300-Contract Services 25,000 25,000 25,000 E
5501 -Admin./General Overhead 10 1,620 1,330 u
5650-Capital Project 691,333 2,476,040 1,950,640
5720-Misc Contributions to City 0 0 8,580
x
9157-Transfer Out-Fund 157 0 94,420 81,950 Z-
0
TOTAL GAS TAX R&T7360 $ 716,342 $ 2,597,080 $ 2,097,650 i
- a
l76-MEASURE I 1990-2010
5501 -Admin./General Overhead $ 0 $ 1,640 $ 580 R,
5650-Capital Project 20,634 205,000 499,000
5999-Prior Period Adjustment (26,472) 0 0
TOTAL MEASURE I 1990-2010 $ (5,837) $ 206,640 $ 499,580
iu
C
177-MEASURE 1 2010-2040 3
5000-Regular Salaries $ 243,146 $ 250,410 $ 164,770 1
d
Fringe Benefits 116,418 116,840 77,000 -e 0
5300-Contract Services 899,410 818,810 873,190 a°
m
5501 -Admin./General Overhead 31,140 34,950 34,560
5650-Capital Project 980,760 222,000 1,254,500 g
5720-Misc Contributions to City 0 0 57,170 •°
a,
a
TOTAL MEASURE I 2010-2040 $ 2,270,874 $ 1,443,010 $ 2,461,190
182-AB 2928 TRAFFIC CONGEST RELIEF a
0
5501 -Admin./General Overhead $ 0 $ 0 $ 90 t
a,
0
TOTAL AB 2928 TRAFFIC CONGEST RELIEF $ 0 $ 0 $ 90 0-
a
I1
186-FOOTHILL BLVD MAINTENANCE
to
5000-Regular Salaries $ 20,948 $ 11,260 $ 0
0
Fringe Benefits 10,030 5,290 0 8
5501 -Admin./General Overhead 2,280 2,460 1,770 u
TOTAL FOOTHILL BLVD MAINTENANCE $ 33,257 $ 19,010 $ 1,770 0
0
K
188-INTEGRATED WASTE MANAGEMENT
5000-Regular Salaries $ 466,910 $ 562,120 $ 557,550 2
5005-Overtime Salaries 34,007 65,000 65,000 0
5010-Part Time Salaries 0 0 11,370
0
Fringe Benefits 223,556 259,330 259,050 v
5100-Travel and Meetings 263 1,500 1,500 z
5102-Training 0 500 500 LL
W
5105-Mileage 0 100 100 IT
5150-Office Supplies&Equipment 535 2,000 2,000 0
5160-Membership Dues 400 920 920 0
L)
5200-Operations&Maintenance 14,775 49,500 58,500
5300-Contract Services (12,183) 57,500 107,000
IIIOIIIIIIIIIIIIIIOIIIIIPIIIIIIPIIIMPIW
•^.'•;
. ••
f kcal Year 2014'15 Preliminar■ Budget I'aue 145 • •.•
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15
2012/13 Adopted Preliminary N
Actual Budget Budget °7
5304-Contract Serv/Facilities 0 0 4,000 E
5501 -Admin./General Overhead 73,470 96,510 97,670 v
5650-Capital Project 1,084,335 0 5,000 .
TOTAL INTEGRATED WASTE MANAGEMENT $ 1,886,068 $ 1,094,980 $ 1,170,160 x
Z-
c.;
190-PROP 42-TRAFFIC CONGESTION MIT 1
i
5501 -Admin./General Overhead $ 370 $ 1,430 $ 450
5650-Capital Project 333,629 71,390 109,000
5725-Other Expenditures 209,997 0 0 N
TOTAL PROP 42-TRAFFIC CONGESTION MIT $ 543,995 $ 72,820 $ 109,450
192-BICYCLE TRANSPORT ACCT GRANT
v
C
TOTAL BICYCLE TRANSPORT ACCT GRANT $ 0 $ 0 $ 0 3
194-PROPOSITION 1B STATE FUNDING
v
m
5501 -Admin./General Overhead $ 430 $ 180 $ 70 m
TOTAL PROPOSITION 1B STATE FUNDING $ 430 $ 180 $ 70 a
a
i
195-STATE ASSET SEIZURE
'u
71
5200-Operations&Maintenance $ 0 $ 0 $ 18,200 H
5300-Contract Services 19,760 30,000 30,000
5501 -Admin./General Overhead 0 380 500 0
5603-Capital Outlay-Equipment 0 100,000 97,770 °-
v
TOTAL STATE ASSET SEIZURE $ 19,760 $ 130,380 $ 146,470 d
N
196-CA ASSET SEIZURE 15%
c
5300-Contract Services $ 10,240 $ 0 $ 0
5501 -Admin./General Overhead 10 300 30 3
u
TOTAL CA ASSET SEIZURE 15% $ 10,250 $ 300 $ 30 u
1
197-FEDERAL ASSET SEIZURE o
5501 -Admin./General Overhead $ 60 $ 140 $ 220
5603-Capital Outlay-Equipment 0 55,000 33,810
z
TOTAL FEDERAL ASSET SEIZURE $ 60 $ 55,140 $ 34,030 o
o
198-CITYWIDE INFRASTRUCTURE IMPRV u
u
z
5200-Operations&Maintenance $ 0 $ 2,500 $ 12,500 z
5300-Contract Services 0 10,000 0 W
5501 -Admin./General Overhead 480 4,790 1,800 LL
5650-Capital Project 6,403,639 1,889,700 870,000
5720-Misc Contributions to City 0 0 24,390 °u
TOTAL CITYWIDE INFRASTRUCTURE IMPRV $ 6,404,119 $ 1,906,990 $ 908,690
I ' -
t k.,t 1 1 c...di 'I 114 15 I'rc limitlal'\ Ru,k.L.t I',1�c 1-lt,
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
0t
2013/14 2014/15
2012/13 Adopted Preliminary
Actual Budget Budget .=:
214-COMMUNITY DEVELOPMENT BLK GRNT E
5000-Regular Salaries $ 254,550 $ 277,600 $ 269,390 °u
5005-Overtime Salaries 1,284 0 0 ~
5010-Part Time Salaries 6,541 6,560 6,560 z
Fringe Benefits 122,798 130,740 126,800
Z.
5501 -Admin./General Overhead 22,720 33,130 36,050
5650-Capital Project 395,274 949,660 939,560 a
TOTAL COMMUNITY DEVELOPMENT BLK GRNT $ 803,167 $ 1,397,690 $ 1,378,360 c
N
214-PEDESTRIAN GRANT/ART 3
a
c
5501 -Admin./General Overhead $ 80 $ 0 $ 0 ;
5650-Capital Project 0 125,000 74,600 43
d
TOTAL PEDESTRIAN GRANT/ART 3 $ 80 $ 125,000 $ 74,600 a
3
215-ENRGY EFFICNCY/CONSRVATN GRNT
5010-Part Time Salaries $ 7,827 $ 0 $ 0 m
Fringe Benefits 1,164 0 0 j
v
TOTAL ENRGY EFFICNCY/CONSRVATN GRNT $ 8,991 $ 0 $ 0 w
218-PUBLIC RESRCE GRNTS/HEALTHY RG a
N
5000-Regular Salaries $ 23,138 $ 30,320 $ 73,120
5010-Part Time Salaries 2,922 0 15,850 0
Fringe Benefits 11,128 14,250 36,730 `o_
5100-Travel and Meetings 12,496 10,000 16,000
5105-Mileage 570 0 0
5200-Operations&Maintenance 71,154 14,500 76,010 ,
5300-Contract Services 102,080 53,980 184,500
5501 -Admin./General Overhead 790 3,510 5,560
3
0
TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC $ 224,278 $ 126,560 $ 407,770
Z
v
225-CA RECYC/LITTER REDUCTION GRNT >
a
5005-Overtime Salaries $ 2,311 $ 3,430 $ 3,400 0
u
z
5100-Travel and Meetings 1,028 2,350 2,400 N
5102-Training 998 1,600 1,600 2
5200-Operations&Maintenance 7,380 26,110 24,420 0
5300-Contract Services 12,000 12,000 12,100
5501 -Admin./General Overhead 140 380 330 °
u
z
TOTAL CA RECYC/LITTER REDUCTION GRNT $ 23,857 $ 45,870 $ 44,250 z
L.T.
W
226-USED OIL RECYCLING GRANT 1-
LL
5501 -Admin./General Overhead $ 0 $ 70 $ 0 a
a
TOTAL USED OIL RECYCLING GRANT $ 0 $ 70 $ 0 u
1 j,,t_•,i1 ' cat 2111-1 lc Pi limin.ir\ 13uL1 ,.t 1).pic 1 1? L• •:'J
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15
2012/13 Adopted Preliminary °u
Actual Budget Budget
227-USED OIL RECYCLING PROGRAM E
E
5000-Regular Salaries $ 4 $ 0 $ 0 8
5005-Overtime Salaries 20,848 15,000 15,000 '
5100-Travel and Meetings 80 1,000 1,300
5102-Training 0 480 600
Cr
5200-Operations&Maintenance 31,406 31,350 30,930 '
5501 -Admin./General Overhead 140 400 350 CL CL
TOTAL USED OIL RECYCLING PROGRAM $ 52,477 $ 48,230 $ 48,180 74
0
N
234-SAFE ROUTES TO SCHOOL PROGRAM
a
5000-Regular Salaries $ 29,668 $ 57,890 $ 44,940
Fringe Benefits 14,205 27,210 21,120 0
5100-Travel and Meetings 465 5,750 4,300 t
5200-Operations&Maintenance 813 55,000 104,980 a
5215-O& M/Computer Equipment 0 0 2,500 1
5300-Contract Services 350 15,000 50,000
5501 -Admin./General Overhead 9,550 15,110 15,860 m
5650-Capital Project 0 324,400 90,800
TOTAL SAFE ROUTES TO SCHOOL PROGRAM $ 55,051 $ 500,360 $ 334,500
7.
.y
235-PROP 84 PARK BOND ACT 0.
5200-Operations&Maintenance $ 0 $ 0 $ 3,000
5300-Contract Services 0 0 2,000
5650-Capital Project 0 283,500 283,500 •b)
TOTAL PROP 84 PARK BOND ACT $ 0 $ 283,500 $ 288,500 a
a
230-RECREATION SERVICES v
N
5000-Regular Salaries $ 509,925 $ 575,850 $ 614,620 .c
5005-Overtime Salaries 686 1,000 1,000 13
5010-Part Time Salaries 1,343,638 1,626,310 1,556,700 4'
Fringe Benefits 329,999 366,730 384,020 u
5150-Office Supplies&Equipment 4,208 6,020 6,000 0
5152-Computer Software 0 0 390 W
5200-Operations&Maintenance 370,468 481,770 499,970
5215-O& M/Computer Equipment 0 0 1,120
5300-Contract Services 1,383,368 1,550,110 1,453,820 °-
5501 -Admin./General Overhead 41,010 41,010 41,010 0
5603-Capital Outlay-Equipment 0 0 29,000 v
z
g
TOTAL RECREATION SERVICES $ 3,983,302 $ 4,648,800 $ 4,587,650 LL
W
x
238-SENIOR OUTREACH GRANT o
5300-Contract Services $ 6,920 $ 6,920 $ 6,920 i 0 i
5501 -Admin./General Overhead 0 210 90
IINNIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIMPIIIPW 44-.•;'..%....■ 1 ;1 L
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
ft
2013/14 2014/15 w
c
2012/13 Adopted Preliminary 8
Actual Budget Budget .a,
TOTAL SENIOR OUTREACH GRANT $ 6,920 $ 7,130 $ 7,010 E
e
Y
272-FREEDOM COURTYARD RSRC GRANTS c
5650-Capital Project $ 138,277 $ 0 $ 0 1
TOTAL FREEDOM COURTYARD RSRC GRANTS $ 138,276 $ 0 $ 0 i'
290-LIBRARY FUND
a
5000-Regular Salaries $ 1,413,762 $ 1,538,000 $ 1,535,130 0
5010-Part Time Salaries 613,845 734,340 777,900
Fringe Benefits 734,741 777,270 782,810
5100-Travel and Meetings 14,077 13,700 16,700 .
5102-Training 315 2,000 2,000
5105-Mileage 758 1,900 1,900
5150-Office Supplies&Equipment 20,706 22,500 22,550 3
5152-Computer Software 0 6,000 32,700
5160-Membership Dues 3,560 5,550 5,550 4
5200-Operations&Maintenance 400,640 571,000 617,420 m Ea
to
5207-0&M/Capital Supplies 0 13,000 6,850
5215-0&M/Computer Equipment 0 0 5,000
5220-Cellular Technology 1,495 1,610 1,610
5300-Contract Services 165,767 286,360 247,440 N
5400-Telephone Utilities 9,114 10,000 10,500
5402-Water Utilities 5,141 4,500 4,500 ,
5403-Electric Utilities 59,073 70,050 70,050 `o
5501 -Admin./General Overhead 70,910 70,910 70,910 v
0
5703-Capital Lease Payment 1,693 9,500 10,500
v
9298-Transfer Out-CA Literacy Cmpgn 8,178 0 0 LL
9329-Transfer Out-Library Cap Fund 502,900 0 0 7
u
TOTAL LIBRARY FUND $ 4,026,675 $ 4,138,190 $ 4,222,020 5
V
Z.
221-CA STATE LIBRARY v
5010-Part Time Salaries $ 16,982 $ 7,000 $ 10,000 L-
Fringe Benefits 2,020 1,000 1,500
5100-Travel and Meetings 7,473 1,500 3,000 N
5200-Operations&Maintenance 1,225 5,000 2,780 g
5300-Contract Services 0 3,400 0 0
5501 -Admin./General Overhead 20 110 1,240
0
TOTAL CA STATE LIBRARY $ 27,719 $ 18,010 $ 18,520 z
a
z
al-STAFF INNOVATION FD(CA ST LB1 W
I
5010-Part Time Salaries $ 4,718 $ 10,000 $ 15,000 LL
0
Fringe Benefits 542 790 1,230 L-
5100-Travel and Meetings 21,250 2,500 30,000 8
5200-Operations&Maintenance 80,106 31,000 10,000
5300-Contract Services 6,027 10,000 0,000
I kcal Year 21114 1 Prnliminar liudgct Pa2c 1 41
1
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
L
2013/14 2014/15
2012/13 Adopted Preliminary
Actual Budget Budget '
5501 -Admin./General Overhead 0 710 1,960 E
0
TOTAL STAFF INNOVATION FD(CA ST LB) $ 112,643 $ 55,000 $ 68,190
IL-
298-CALIFORNIA LITERACY CAMPAIGN =
5501 -Admin./General Overhead $ 0 $ 920 $ 0
TOTAL CALIFORNIA LITERACY CAMPAIGN $ 0 $ 920 $ 0 0-
301-THE BIG READ LIBRARY GRANT
0
ry
5010-Part Time Salaries $ 392 $ 0 $ 0
Fringe Benefits 38 0 0 t
5200-Operations&Maintenance 7,183 3,000 5,000
5300-Contract Services 1,800 0 15,000
a,
5501 -Admin./General Overhead 0 600 80
TOTAL THE BIG READ LIBRARY GRANT $ 9,412 $ 3,600 $ 20,080
d
ao
302-LIBRARY SERVICES&TECH.ACT 0
m
5200-Operations&Maintenance $ 7,872 $ 0 $ 0 i
5300-Contract Services 3,801 0 0 0
5501 -Admin./General Overhead 0 110 0
'u
a
TOTAL LIBRARY SERVICES&TECH.ACT $ 11,673 $ 110 $ 0 0.
V
310-PUBLIC LIBRARY BOND ACT-2000 0
c
0
TOTAL PUBLIC LIBRARY BOND ACT-2000 $ 0 $ 0 $ 0
0
0
329-LIBRARY CAPITAL FUND
LL
5650-Capital Project $ 0 $ 250,000 $ 220,000 2
TOTAL LIBRARY CAPITAL FUND $ 0 $ 250,000 $ 220,000
0
u
354-COP'S PROGRAM GRANT-STATE Z
5300-Contract Services $ 0 $ 200,000 $ 200,000 a
5501 -Admin./General Overhead 1,200 3,010 1,470 u
o
ix
5603-Capital Outlay-Equipment 0 0 70,000
a
TOTAL COP'S PROGRAM GRANT-STATE $ 1,200 $ 203,010 $ 271,470 z
0
N
356-JUSTICE ASSIST GRNT(JAG)ARRA
0
5501 -Admin./General Overhead $ 20 $ 130 $ 0 u
5603-Capital Outlay-Equipment 164,484 0 0 z
LL
TOTAL JUSTICE ASSIST GRNT(JAG)ARRA $ 164,504 $ 130 $ 0 x
LL
O
361-JUSTICE ASSISTANCE GRANT(JAG) d
0
5300-Contract Services $ 1,112 $ 0 $ 0
5501 -Admin./General Overhead 260 30 110
I k I lCal _`"14 1 -. I'rLlimin:u\ IiuJ_■ ! 1', _c 1 . 1)
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
ct
2013/14 2014/15
0
2012/13 Adopted Preliminary
iv
Actual Budget Budget
0
5603-Capital Outlay-Equipment 20,772 0 23,460 E
0
TOTAL JUSTICE ASSISTANCE GRANT(JAG) $ 22,143 $ 30 $ 23,570 o
it
10-CA LAW ENFORCEMENT PROGRAM z
4-
0
TOTAL CA LAW ENFORCEMENT PROGRAM $ 0 $ 0 $ 0 !
i
a
3A-LOCAL LAW ENFORCEMENT 2002
0
TOTAL LOCAL LAW ENFORCEMENT 2002 $ 0 $ 0 $ 0 0
CU
373-COPS SECURE OUR SCHOOLS GRANT
5005-Overtime Salaries $ 12,762 $ 1,000 $ 0
5102-Training 797 3,100 0
5200-Operations&Maintenance 0 220 0
3
5300-Contract Services 14,255 1,000 0 '
5501 -Admin./General Overhead 9,880 10,060 0
5605 -Capital Outlay-Computer Equip 6,136 0 0 m
m
c
TOTAL COPS SECURE OUR SCHOOLS GRANT $ 43,829 $ 15,380 $ 0
ii
374-COPS HIRING PROGRAM GRANT To
d
0.
5300-Contract Services $ 73,979 $ 115,000 $ 156,680
5501 -Admin./General Overhead 0 0 820 .
0
TOTAL COPS HIRING PROGRAM GRANT $ 73,978 $ 115,000 $ 157,500 `0_
V,
380-DEPT OF HOMELAND SECURITY GRNT
a
5000-Regular Salaries $ 0 $ 0 $ 67,020 LL
5010-Part Time Salaries 23,895 28,870 0
Fringe Benefits 355 580 31,500
5093-Other Funds-Salary Reimbursmnt 0 0 (49,230) 1
5102-Training 2,607 0 0 -
i3
5152-Computer Software 0 10,000 0 I
5207-0&M/Capital Supplies 40,356 0 0 0
o
5300-Contract Services 5,000 0 0 tx
W
5501 -Admin./General Overhead 0 1,520 470 a
2
TOTAL DEPT OF HOMELAND SECURITY GRNT $ 72,212 $ 40,970 $ 49,760 0
381-HOMELAND SECURITY GRANT 2005 0
w
V
5501 -Admin./General Overhead $ 0 $ 0 $ 20 a
5604-Capital Outlay-Vehicles 75,838 0 0
W
TOTAL HOMELAND SECURITY GRANT 2005 $ 75,838 $ 0 $ 20 LL
0
r
602-AD 84-1 DAY CREEK/MELLO o
o
5501 -Admin./General Overhead $ 150 $ 720 $ 2,420
_ .- - , ..,,-.-s -� -
I i�cI 1 e•;u "'1)14 1 I'IL:hriiin;u\ Itll,l2�1 I'w2 l '; 1 ••�• ••J
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
Pc
2013/14 2014/15
0
2012/13 Adopted Preliminary
ill
Actual Budget Budget
c
E
TOTAL AD 84-1 DAY CREEK/MELLO $ 150 $ 720 $ 2,420 c
Y
-CFD 2000-02 RC CORPORATE PARK 1-
9857-Transer out to fund 857 $ 399,968 $ 0 $ 0 >,
o
TOTAL CFD 2000-02 RC CORPORATE PARK $ 399,967 $ 0 $ 0 !
e_
a
610-CFD 2000-03 RANCHO SUMMIT
a
9858-Transfer out to Fund 858 $ 143,879 $ 0 $ 0 0
TOTAL CFD 2000-03 RANCHO SUMMIT $ 143,878 $ 0 $ 0 a
C
612-CFD 2001-01
5501 -Admin./General Overhead $ 70 $ 320 $ 140 w
5999-Prior Period Adjustment (2,560,408) 0 0 v
3
TOTAL CFD 2001-01 $ (2,560,338) $ 320 $ 140 ,
-o
CL14-CFD 2003-01 PROJECT FUND m
c
5999-Prior Period Adjustment $ (1,419,235) $ 0 $ 0
ii
TOTAL CFD 2003-01 PROJECT FUND $ (1,419,235) $ 0 $ 0
u
- a
a
615-CFD 2003-01 CULTURAL CENTER
5501 -Admin./General Overhead $ 0 $ 50 $ 0 0
5650-Capital Project 0 0 5,000 0
B
TOTAL CFD 2003-01 CULTURAL CENTER $ 0 $ 50 $ 5,000 0
a
E
617-CFD 2004-01 RANCHO ETIWANDA ES LL
-0
c
5650-Capital Project $ 0 $ 500,000 $ 500,000
c
TOTAL CFD 2004-01 RANCHO ETIWANDA ES $ 0 $ 500,000 $ 500,000 ,
6kQ-CFD 2006-01 VINTNER'S GROVE
1
>
5650-Capital Project $ 0 $ 100,000 $ 100,000 0
cc
TOTAL CFD 2006-01 VINTNER'S GROVE $ 0 $ 100,000 $ 100,000 G
a
2
700-SPORTS COMPLEX o
5000-Regular Salaries $ 481,744 $ 528,080 $ 776,280
5005-Overtime Salaries 10,154 34,650 37,280 °
U
5010-Part Time Salaries 204,755 257,130 301,080 a
Fringe Benefits 252,385 274,950 399,220 LL
W
5150-Office Supplies&Equipment 588 600 600 z
5200-Operations&Maintenance (65) 0 52,600 it
5203-0&M/Complex Maintenance 34,385 34,000 34,000 0
5204-0&M/Facilities 38,814 49,800 49,000
5206-0&M/Recreation Programs 35,611 36,430 36,430
I�■a1 1 cir 2111 4 1 ; l'IJl!iiIn,II' Iili,l_su I'd ,■. l ', II .:.•
�•-•• ..
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15
c
2012/13 Adopted Preliminary 3
Actual Budget Budget r,
5250-Vehicle Operations&Maint. 0 0 1,500 E
5252-Emergency Equipment&Veh Rntl 970 2,500 9,500 v
5280-Equip Operations&Maint 3,448 4,000 16,000 it
5299-Depreciation Expense 543,490 0 0
5300-Contract Services 33,715 44,240 44,330
5302-Contract Serv/Complex Maint. 1,911 3,490 46,660 ;'
5304-Contract Serv/Facilities 113,099 182,920 180,100
5305-Contract Serv/Recreation Prgs 85,634 88,060 93,750
5400-Telephone Utilities 2,985 4,010 4,010 0
5401 -Gas Utilities 8,910 9,450 10,580 '�
5402-Water Utilities 88,515 86,240 96,780
5403-Electric Utilities 285,478 285,280 311,580 ;
5501 -Admin./General Overhead 25,000 25,000 25,000 .
5699-Capital Proj Contra Acct(FS) (22,500) 0 0 0
a
TOTAL SPORTS COMPLEX $ 2,229,024 $ 1,950,830 $ 2,526,280 3
7Q2-REGIS CONNECT
0
m
5100-Travel and Meetings $ 0 $ 14,600 $ 4,500 io
5200-Operations&Maintenance 0 4,000 0
5220-Cellular Technology 0 1,000 0 2
m
5501 -Admin./General Overhead 0 0 140
0.
5720-Misc Contributions to City 0 232,000 100,000 t;N
TOTAL REGIS CONNECT $ 0 $ 251,600 $ 104,640 0
C
0
705-MUNICIPAL UTILITY 0
0
5000-Regular Salaries $ 189,735 $ 208,840 $ 218,870
5010-Part Time Salaries 19,515 42,190 30,820 LL
Fringe Benefits 93,505 102,110 105,920
5100-Travel and Meetings 2,769 5,250 5,250
5102-Training 22,810 42,000 42,000 u
5150-Office Supplies&Equipment 1,000 1,000 1,000 .'
v
5152-Computer Software 23,189 50,000 30,000 ;.
5160-Membership Dues 11,338 14,270 14,550 0
5161 -Publications& Subscriptions 1,295 1,350 1,420 W
5209-0&M/Electric Utility 6,529,272 9,556,300 8,012,300
5215-0& M/Computer Equipment 4,522 0 0 z
o
5299-Depreciation Expense 685,845 0 0
5309-Contract Srvc/Electric Utility 493,848 518,000 760,000 0
W
5312-Legal Services 33,967 40,000 40,000 z
5400-Telephone Utilities 7,248 7,500 7,500 z
LL
5501 -Admin./General Overhead 110,579 123,420 142,880 W
5603-Capital Outlay-Equipment (51,655) 237,000 82,000 0
5650-Capital Project 101,368 569,040 461,000 ii
5699-Capital Proj Contra Acct(FS) (199,435) 0 0 8
5720-Misc Contributions to City 0 37,760 37,760
5899-Clearing Acct-Electric Utility (1,500) 0 0
I kcal Year _' )1 4 1 " I'rLliininn;ir\ Ilud t 1';t:_ 1
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15
0
2012/13 Adopted Preliminary
Actual Budget Budget 1
5900-Bad Debt Expense-Electric Util 7,227 0 0 E
9001 -Transfer Out-General Fund 942,400 942,400 1,185,360 g
TOTAL MUNICIPAL UTILITY $ 9,028,841 $ 12,498,430 $ 11,178,630 ~
T.
x
706-UTILITY PUBLIC BENEFIT FUND Z-
0
1
5000-Regular Salaries $ 77,735 $ 97,150 $ 99,080 i"
Fringe Benefits 37,220 44,960 45,860
0
5160-Membership Dues 928 3,500 3,530 rt
5161 -Publications&Subscriptions 0 200 200 2
5209-O&M/Electric Utility 161,507 290,000 290,000
5300-Contract Services 7,301 100,000 100,000
5501 -Admin./General Overhead 3,810 12,360 12,890 g.
5603-Capital Outlay-Equipment 150,000 0 0
d
TOTAL UTILITY PUBLIC BENEFIT FUND $ 438,501 $ 548,170 $ 551,560 3
712-EOUIPNEHICLE REPLACEMENT DA
T.
3
5165-Licenses,Permits&Fees $ 6,392 $ 0 $ 0 m
5200-Operations& Maintenance 119,822 37,500 51,150 a
5299-Depreciation Expense 1,076,475 0 0 iu
5300-Contract Services 128,463 107,030 131,640 a
5501 -Admin./General Overhead 3,240 7,420 3,530 5
5603-Capital Outlay-Equipment 128,380 372,000 552,880
5604-Capital Outlay-Vehicles 117,131 781,000 261,000 a
c
5699-Capital Proj Contra Acct(FS) (212,725) 0 0 2
5703-Capital Lease Payment 1,213 62,210 64,000 0
a`
TOTAL EQUIPNEHICLE REPLACEMENT $ 1,368,392 $ 1,367,160 $ 1,064,200 g-
m
v
c
714-COMP EQUIP/TECH REPLCMENT FUND _°
u
c
5102-Training $ 25,077 $ 9,000 $ 0 0
u
5152-Computer Software 41,940 54,890 127,190 z-
5161 -Publications&Subscriptions 35,000 0 0
5200-Operations& Maintenance 42,307 27,900 22,200 0
5215-O&M/Computer Equipment 52,199 110,030 5,110 W
5220-Cellular Technology 0 25,600 0
5299-Depreciation Expense 507,493 0 0 2
z
5300-Contract Services 376,355 445,020 305,920
5501 -Admin./General Overhead 1,230 7,750 10,590
A.
5605-Capital Outlay-Computer Equip 99,255 224,000 539,510 LI
5699-Capital Proj Contra Acct(FS) (99,656) 0 0 z
z
z
5700-Interest Expense 0 0 9,400 W
5701 -Principal Repayments 0 0 56,020 '-
LL
5703-Capital Lease Payment 152 489,570 424,100 °
a
5720-Misc Contributions to City 0 53,300 0 0
TOTAL COMP EQUIP/TECH REPLCMENT FUND $ 1,081,351 $ 1,447,060 $ 11,
,500,040
X
I is,c,il l cur 2(114 I l'i IIIIliTlw\ l;uRl,ut I',1 1 - i 1
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
ct
2013/14 2014/15
o
2012/13 Adopted Preliminary ,
Actual Budget Budget
NA-AD 91-2 REDEMPTION-DAY CANYON E
5000-Regular Salaries $ 30,513 $ 31,140 $ 31,460
Fringe Benefits 14,610 14,300 14,450 '-
5500-Assessment Administration 1,930 1,930 1,930 x"
5501 -Admin./General Overhead 4,640 4,590 4,600 u
TOTAL AD 91-2 REDEMPTION-DAY CANYON $ 51,692 $ 51,960 $ 52,440
r
848-PD 85 REDEMPTION FUND e
0
5000-Regular Salaries $ 519,295 $ 587,460 $ 377,810
5005-Overtime Salaries 3,275 3,680 3,680 il
5010-Part Time Salaries 36,704 78,430 0 ;
Fringe Benefits 252,256 286,250 176,790
5200-Operations& Maintenance 112,279 119,750 74,310
5204-O&M/Facilities 1,128 5,000 2,500 3
5250-Vehicle Operations&Maint. 987 1,000 0
to
5252-Emergency Equipment&Veh Rntl 1,793 3,000 0 tin
5280-Equip Operations&Maint 6,859 10,000 8,000 m
up
5300-Contract Services 25,959 33,540 84,710
5310-Tree Maintenance 18,188 18,200 18,200
5400-Telephone Utilities 6,622 7,030 7,860
5402-Water Utilities 210,536 248,320 138,410
5403-Electric Utilities 92,951 93,330 93,330
5500-Assessment Administration 152,550 153,430 153,430 0
5501 -Admin./General Overhead 115,780 115,780 115,780 0
5607-Cap Outlay-Impry Oth Than Bldg 41,693 0 0 v
2
TOTAL PD 85 REDEMPTION FUND $ 1,598,856 $ 1,764,200 $ 1,254,810 a
LL
868-CFD 2000-03 PARK MAINTENANCE
5000-Regular Salaries $ 199,527 $ 199,220 $ 185,310 S
0
5005-Overtime Salaries 3 0 0
Z-
Fringe Benefits 95,534 93,210 86,910 u
5200-Operations&Maintenance 25,556 29,000 29,000 ii
c.
5204-O&M/Facilities 1,385 4,000 4,000 u
cc
5280-Equip Operations&Maint 1,025 0 0
5300-Contract Services 40,338 41,000 41,040 2
5400-Telephone Utilities 882 1,050 1,050 g
5402-Water Utilities 42,787 18,220 102,220
5403-Electric Utilities 2,328 2,560 2,560 °
u
5500-Assessment Administration 1,980 1,980 1,980 a
5501 -Admin./General Overhead 43,080 55,330 56,010 z
5603-Capital Outlay-Equipment 0 5,300 0
5607-Cap Outlay-Impry Oth Than Bldg 17,896 36,100 0 0
9137-Transfer Out-Fund 137 0 0 50,000 0
u
TOTAL CFD 2000-03 PARK MAINTENANCE $ 472,320 $ 486,970 $ 560,080
� - 1
I i.,t,ii L•,H 20)14 I ., I'rLlin1in,ir■ Iiu,112LI I';i_c I ; ••
•
l
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15
2012/13 Adopted Preliminary N
Actual Budget Budget
TOTAL CITY OF RANCHO CUCAMONGA $ 127,389,463 $ 136,266,860 $ 135,802,590 E
0
Y
RANCHO CUCAMONGA REDEVELOPMENT AGE1 .c
500-TAX INCREMENT FUND �;
x
5300-Contract Services $ 1,181 $ 0 $ 0 Y
o
5650-Capital Project 240,900 0 0 1
5700-Interest Expense 43,745 0 0 N
5725 -Other Expenditures 44,427,722 0 0
v
TOTAL TAX INCREMENT FUND $ 44,713,547 $ 0 $ 0 N
X12-REGIONAL FACILITIES "_
5650-Capital Project $ 56,368 $ 0 $ 0
5725-Other Expenditures 9,833,475 0 0 r)
TOTAL REGIONAL FACILITIES $ 9,889,843 $ 0 $ 0
504-SEWER&WATER FACILITIES
7
5725-Other Expenditures $ 131,572 $ 0 $ 0 m
c
TOTAL SEWER& WATER FACILITIES $ 131,572 $ 0 $ 0
To
505-FIRE PROTECTION-RDA .$
a.
u,
5200-Operations&Maintenance $ 19,508 $ 0 $ 0 ;,
5725-Other Expenditures 35,582,581 0 0
a
5999-Prior Period Adjustment (8,752) 0 0 0
E
TOTAL FIRE PROTECTION-RDA $ 35,593,336 $ 0 $ 0 0
L-
E'
16-TAX ALLOCATION BONDS-SPECIAL LL
5700-Interest Expense $ 34 $ 0 $ 0
5701 -Principal Repayments 1 0 0
o
5725-Other Expenditures 60,187 0 0 0
Z-
u
TOTAL TAX ALLOCATION BONDS-SPECIAL $ 60,221 $ 0 $ 0 ?
a
0
510-ANIMAL CARE AND ADOPTION CENTR u
u,
5725-Other Expenditures $ 1,704,509 $ 0 $ 0 a
2
TOTAL ANIMAL CARE AND ADOPTION CENTR $ 1,704,509 $ 0 $ 0 0
_N
fl.1 ENTRAL PARK o
W
u
5725-Other Expenditures $ 431,160 $ 0 $ 0 z
z
TOTAL CENTRAL PARK $ 431,159 $ 0 $ 0 Lu
F-
512-CITY YARD
a
5725-Other Expenditures $ 5,614,416 $ 0 $ 0 8
TOTAL CITY YARD $ 5,614,416 $ 0 $ 0
I kcal Year 21)14 1 ", Preliniinur■ Budget Page I So L, •;:� v
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
0
2012/13 Adopted Preliminary
Actual Budget Budget
513-CIVIC CENTER PROJECTS
5725-Other Expenditures $ 1,461,107 $ 0 $ 0
TOTAL CIVIC CENTER PROJECTS $ 1,461,107 $ 0 $ 0
514-CULTURAL CENTER
5725-Other Expenditures $ 5,672,869 $ 0 $ 0 d
TOTAL CULTURAL CENTER $ 5,672,869 $ 0 $ 0 .
0
515-METROLINK STATION
ti
5725-Other Expenditures $ 2,272,679 $ 0 $ 0
T
TOTAL METROLINK STATION $ 2,272,678 $ 0 $ 0
a
51¢-RAILS TO TRAILS
5725-Other Expenditures $ 1,136,339 $ 0 $ 0
m
TOTAL RAILS TO TRAILS $ 1,136,339 $ 0 $ 0 m
517-RC FAMILY SPORTS CENTER
—
5725-Other Expenditures $ 2,332,796 $ 0 $ 0
TOTAL RC FAMILY SPORTS CENTER $ 2,332,795 $ 0 $ 0
is
518-RC FAMILY RESOURCE CENTER o
5725 -Other Expenditures $ 1,136,339 $ 0 $ 0
TOTAL RC FAMILY RESOURCE CENTER $ 1,136,339 $ 0 $ 0
a
520-SPORTS COMPLEX PROJECTS
5725 -Other Expenditures $ 1,452,639 $ 0 $ 0
TOTAL SPORTS COMPLEX PROJECTS $ 1,452,638 $ 0 $ 0 u°
521-VICTORIA GARDENS
a
TOTAL VICTORIA GARDENS $ 0 $ 0 $ 0 ce
522-ARCHIBALD& BIANE LIBRARIES
I z
5725-Other Expenditures $ 2,139,435 $ 0 $ 0
TOTAL ARCHIBALD&BIANE LIBRARIES $ 2,139,434 $ 0 $ 0 0
V
M-ADMINISTRATION
LL
5240-Operation of Acquired Property $ 431 $ 0 $ 0
5300-Contract Services 30,134 0 0 0
5725-Other Expenditures 77,683,357 0 0 a.
5999-Prior Period Adjustment (4,823) 0 0
9073-Transfer out-Benefit Contingen 81,000 0 0
9677-Transfer Out-RD Oblig Retirmt 4,176,553 0
•
I kL,tI 2.(M4 11,1L: I • •;:J
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15
2012/13 Adopted Preliminary N
Actual Budget Budget i
TOTAL ADMINISTRATION $ 81,966,652 $ 0 $ 0 E
622-AFFORDABLE HOUSING
5700-Interest Expense $ 3,977,147 $ 0 $ 0 >
5725-Other Expenditures 31,228,389 0 0 v
9001 -Transfer Out-General Fund 242,840 0 0 —
9073-Transfer out-Benefit Contingen 34,379 0 0 Ln
TOTAL AFFORDABLE HOUSING $ 35,482,753 $ 0 $ 0 0
623-2007 HOUSING SET-ASIDE BONDS
TOTAL 2007 HOUSING SET-ASIDE BONDS $ 0 $ 0 $ 0
624-CIVIC CENTER RESERVE a
5725-Other Expenditures $ 2,330,438 $ 0 $ 0
TOTAL CIVIC CENTER RESERVE $ 2,330,437 $ 0 $ 0
628-HISTORIC PRESERVATION
v
5725-Other Expenditures $ 237,308 $ 0 $ 0 §w
To
TOTAL HISTORIC PRESERVATION $ 237,308 $ 0 $ 0 E.
u
630-LIBRARY
6
5725-Other Expenditures $ 1,363,699 $ 0 $ 0 0
TOTAL LIBRARY $ 1,363,698 $ 0 $ 0 0
a
632-LOAN PROGRAM LL
5725-Other Expenditures $ 1,058,774 $ 0 $ 0
TOTAL LOAN PROGRAM $ 1,058,774 $ 0 $ 0 u
634-NON-TAX LOAN
5725-Other Expenditures $ 144,532 $ 0 $ 0 0
TOTAL NON-TAX LOAN $ 144,532 $ 0 $ 0 N
- a
2
640-RDA INFRASTRUCTURE o
TOTAL RDA INFRASTRUCTURE $ 0 $ 0 $ 0 0
642-REGIONAL SHOPPING CENTER
5725-Other Expenditures $ 817,865 $ 0 $ 0
5999-Prior Period Adjustment (420) 0 0
TOTAL REGIONAL SHOPPING CENTER $ 817,444 $ 0 $ 0 0
LI
644-REGIONAL PROJECT FUND
k1/4-11 1 c,ir _'lll 1 liu4L1 1'.t I �` � .••;:
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15 E
2012/13 Adopted Preliminary N
Actual Budget Budget Y
c
5725-Other Expenditures $ 2,948,102 $ 0 $ 0 E
0
TOTAL REGIONAL PROJECT FUND $ 2,948,102 $ 0 $ 0
i`
¢46-SPORTS COMPLEX CAPITAL IMPRVMT =
..
5725-Other Expenditures $ 610,326 $ 0 $ 0
TOTAL SPORTS COMPLEX CAPITAL IMPRVMT $ 610,326 $ 0 $ 0
10
X50-PUBLIC IMPROVEMENTS-2001 TAB
0
N
5650-Capital Project $ 47,721 $ 0 $ 0
CV
TOTAL PUBLIC IMPROVEMENTS-2001 TAB $ 47,720 $ 0 $ 0
A
660-2004 TAX ALLOCATION BONDS v
c
5650-Capital Project $ 2,804,942 $ 0 $ 0 a
3
TOTAL 2004 TAX ALLOCATION BONDS $ 2,804,942 $ 0 $ 0 a
m
0
676-RDASA HOUSING m
C
5200-Operations&Maintenance $ 39 $ 0 $ 0 ,
a
5245-Subsidies To Low/Mod Housing 1,200 0 0 i'
5620-Project Improvement Costs 800 0 0 v
a t.
TOTAL RDASA HOUSING $ 2,038 $ 0 $ 0
677-RD OBLIGATION RETIREMENT FUND
5240-Operation of Acquired Property $ 12,249 $ 0 $ 0 a
5245-Subsidies To Low/Mod Housing 145,620 0 0
o
5300-Contract Services 367,690 0 0 LL
5620-Project Improvement Costs 911,887 0 0
5700-Interest Expense 16,743,224 0 0 •t,
5701 -Principal Repayments 9,990,000 0 0 v
5702-Long-Term Debt Repayment 429,644 0 0 Z
V
5720-Misc Contributions to City 1,363,036 0 0 }
9120-Transfer Out-Fund 120 40,000 0 0 0
u
9506-Transfer Out-Special Fund 10,400,000 0 0 W
1-
TOTAL RD OBLIGATION RETIREMENT FUND $ 40,403,350 $ 0 $ 0 a
z
0
678-RD OBLIGATION RETIREMNT FUND B T
>
0
TOTAL RD OBLIGATION RETIREMNT FUND B $ 0 $ 0 $ 0 z
a
z
TOTAL R.C.REDEVELOPMENT AGENCY $ 285,960,893 $ 0 $ 0 '�
W
z
1-
RC.FIRE PROTECTION DISTRICT o
261-FIRE FUND ii
0
u
5000-Regular Salaries $ 7,016,036 $ 6,821,930 $ 7,518,580
5005-Overtime Salaries 2,217,793 2,057,330 X2,44113,580
I i,L;il l :,u �(il-1 1 - l ILlintin:iry 111h112L1 I'.iL I �11
••_
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget E
2013/14 2014/15 0
2012/13 Adopted Preliminary a
Actual Budget Budget .E-
5010-Part Time Salaries 74,807 91,840 79,570 "E
Fringe Benefits 5,161,068 5,528,580 5,786,640 t,
5060-Tuition Reimbursement 16,801 20,000 10,000 F=
5100-Travel and Meetings 16,468 15,800 26,540 1
5102-Training 55,995 92,240 126,120
5150-Office Supplies&Equipment 25,453 30,230 22,030
5151 -Postage 1,118 500 800 0-
a
5152-Computer Software 0 25,000 0
a 5155-Public Relations/Educ Material 20,180 23,500 24,000 0
5160-Membership Dues 4,513 5,050 5,210
5161 -Publications& Subscriptions 2,695 6,600 4,360
5165-Licenses,Permits&Fees 5,163 8,840 9,120 ;.
5200-Operations&Maintenance 164,956 241,110 266,310 9,
5215-O&M/Computer Equipment 572 0 0 a
5220-Cellular Technology 20,237 24,170 34,800 3
5250-Vehicle Operations&Maint. 84,151 139,860 139,860 a
m
5255-Gasoline 21,333 30,770 35,770
m
5256-Diesel Fuel 58,289 91,480 91,480 m
c
5280-Equip Operations&Maint 13,222 22,600 24,200
5285-Safety Gear&Equipment 47,633 53,140 73,690 §
5290-Specialized Tools&Equipment 22,513 29,440 28,940
5291 -Equipment Supplies& Repairs 35,949 31,080 27,450 r,
5300-Contract Services 584,203 677,440 734,040
N
5312-Legal Services 29,934 50,000 50,000 °
5320-Hazardous Waste Removal 2,086 2,500 2,500 •?
5321 -Fire Incident Costs 359 2,500 2,500 0
5400-Telephone Utilities 25,611 36,900 34,670 v
5401 -Gas Utilities 9,507 13,060 11,040 It
5402-Water Utilities 13,332 15,990 16,750
5403-Electric Utilities 69,335 85,770 94,910
5416-General Liability Insurance 53,111 58,900 58,900 '-'
5501 -Admin./General Overhead 956,570 1,689,520 1,940,320 0
5510-Property Tax Admin.Fee 128,279 172,040 138,790 a
5700-Interest Expense 200,972 191,830 173,930 °
cc
5701 -Principal Repayments 199,013 208,160 626,050
5703-Capital Lease Payment 654 3,780 4,600 §
5720-Misc Contributions to City 166,490 225,750 274,980 0
5999-Prior Period Adjustment (72,650) 0 0
9283-Transfer Out-CFD 88-1 598,550 729,770 980,660 °
z
TOTAL FIRE FUND $ 18,052,297 $ 19,555,000 $ 21,893,690 z
_
W
282-COMMUNITY FACILITIES DIST 85-1 =
LL
5000-Regular Salaries $ 2,889,836 $ 2,909,070 $ 3,076,310
5005-Overtime Salaries 675,980 778,880 830,060 °u
5010-Part Time Salaries 31,075 49,250 38,060
Fringe Benefits 1,868,160 1,921,050 2(0026,680
I kcal 1 oal -2()14 15 I'rLliifin;ir\ Iiu�I�cl l',1.2c I( f -
.• •J
. ..
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
2013/14 2014/15 c
0
2012/13 Adopted Preliminary
Actual Budget Budget E
5100-Travel and Meetings 0 120 1,120 E
5150-Office Supplies&Equipment 7,352 14,110 14,110 3
5160-Membership Dues 0 140 140
5161 -Publications& Subscriptions 0 220 220 To
5165-Licenses,Permits&Fees 3,410 4,680 4,770 6
5200-Operations&Maintenance 44,866 50,880 52,180
5215-O&M/Computer Equipment 1,213 0 0 5
5250-Vehicle Operations&Maint. 52,042 69,940 69,940
v
5255-Gasoline 12,741 15,160 17,160 N
5256-Diesel Fuel 49,749 45,060 50,060
5280-Equip Operations&Maint 1,490 6,000 6,000
5285-Safety Gear&Equipment 12,134 15,640 15,640
5290-Specialized Tools&Equipment 1,272 3,130 3,130 a
0!
5300-Contract Services 385,538 398,980 434,260
N
5400-Telephone Utilities 14,325 18,660 17,710 3
5401 -Gas Utilities 5,274 8,390 7,620 v
5402-Water Utilities 16,032 16,940 17,860
5403-Electric Utilities 37,719 49,110 57,840 m
5416-General Liability Insurance 41,699 46,270 46,270
5501 -Admin./General Overhead 101,030 408,010 331,080 iu
5720-Misc Contributions to City 34,090 41,100 41,100 a
5725-Other Expenditures 626,325 0 0
5999-Prior Period Adjustment (39,627) 0 0 c"
a
TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,873,723 $ 6,870,790 $ 7,159,320 `o
t
283-COMMUNITY FACILITIES DIST 88-1 V,
a
5000-Regular Salaries $ 787,549 $ 839,690 $ 943,240
5005-Overtime Salaries 329,341 313,460 344,870 2
Fringe Benefits 558,144 587,370 634,370
5150-Office Supplies&Equipment 1,591 3,420 3,420 0
5165-Licenses,Permits&Fees 1,289 1,830 1,920 z-
5200-Operations&Maintenance 16,523 17,480 17,980 ;'
5300-Contract Services 92,692 98,860 105,510
0
5400-Telephone Utilities 9,728 9,840 9,840 W
5401 -Gas Utilities 1,625 1,860 2,080 a
5402-Water Utilities 3,753 5,020 4,250 2
z
5403-Electric Utilities 11,821 13,760 15,820 0
5416-General Liability Insurance 10,109 11,230 11,230
0
5501 -Admin./General Overhead 9,770 99,770 107,150 b
5720-Misc Contributions to City 17,040 19,840 19,840 z
5999-Prior Period Adjustment (8,918) 0 0 w
x
I-
TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,842,056 $ 2,023,430 $ 2,221,520 a
288-FIRE PROTECTION CAPITAL FUND
5102-Training $ 7,370 $ 0 $ 0
5152-Computer Software 1,708 15,000 ,000
rte�. .
I kcal Yerur -21114 I l)rL'II111inai\ 11ud12L'l Ric I ()I
J
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2014/15 Preliminary Budget
E
ct
2013/14 2014/15
0
2012/13 Adopted Preliminary v
Actual Budget Budget
5161 -Publications&Subscriptions 90 0 0 E
5165-Licenses,Permits&Fees 14,999 0 0 °
5200-Operations&Maintenance 136,847 273,430 320,000 '
5207-0&M/Capital Supplies 10,392 291,900 277,000 In
5215-0&M/Computer Equipment 39,328 42,000 44,000
u
5240-Operation of Acquired Property 3,337 10,000 5,000 '
5250-Vehicle Operations&Maint. 8,350 50,000 50,000
5280-Equip Operations&Maint 6,900 6,900 6,900
5285-Safety Gear&Equipment 16,000 16,000 16,000 N
5290-Specialized Tools&Equipment 14,658 38,420 30,220 1
5291 -Equipment Supplies&Repairs 25,751 17,000 17,000
3
5300-Contract Services 22,631 588,180 170,250
5312-Legal Services 0 5,000 10,000 0
a
5501 -Admin./General Overhead 14,080 9,700 18,530
5602-Capital Outlay-Bldg&.Imprvmnt 0 1,451,500 2,591,000 3
5603-Capital Outlay-Equipment 0 113,000 120,000
to
5604-Capital Outlay-Vehicles 25,438 1,320,000 865,000
5605-Capital Outlay-Computer Equip 0 15,000 0 m
5650-Capital Project 0 500,000 50,000
5720-Misc Contributions to City 19,392,698 200,580 200,580 I'
To
9281 -Transfer Out-Fire Fund 188,560 0 0 .
9714-Transfer Out-Computer Resery 928,700 0 0 a u
TOTAL FIRE PROTECTION CAPITAL FUND $ 20,857,837 $ 4,963,610 $ 4,806,480
0
C
289-FIRE DISTRICT CAPITAL RESERVE 6
5150-Office Supplies&Equipment $ 668 $ 0 $ 0 a
5152-Computer Software 344 0 0 ,
5200-Operations&Maintenance 57,175 50,000 0 7
5207-0&M/Capital Supplies 12,613 20,000 0 3
c
5215-0&M/Computer Equipment 16,871 0 0 3
5300-Contract Services 30,261 25,000 0
5501 -Admin./General Overhead 1,420 3,500 0 u
5600-Capital Outlay-Land 75,247 0 0 0
5602-Capital Outlay-Bldg&Imprvmnt 0 125,000 0 w
5604-Capital Outlay-Vehicles 50,876 0 0 a
5650-Capital Project 246,788 0 0 2
z
0
TOTAL FIRE DISTRICT CAPITAL RESERVE $ 492,261 $ 223,500 $ 0
0
W
TOTAL R.C.FIRE PROTECTION DISTRICT $ 48,118,177 $ 33,636,330 $ 36,081,010 z
a
z
TOTAL ALL FUNDS $ 461,468,534 $ 169,903,190 $ 171,883,600 W
LL
0
>-
d
0
u
',Lai 1 Cal 2 01 4 I ` l i' Ii n n tr' RtILI_�l 11:1_c 1(i ' , .... 1
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
2012/13 Adopted Preliminary
Actual Budget Budget u°
CITY OF RANCHO CUCAMONGA
E
GENERAL FUND E
DIVISION E
0
001 -NON-DEPARTMENTAL GENERAL $ 5,189,730 $ 3,197,670 $ 4,039,410
002-NON-DEPARTMENTAL PERSONNEL (33,326) 164,240 124,880 ~
To
101 -CITY COUNCIL 141,470 119,960 125,400 =
102-CITY MANAGEMENT 1,018,374 966,660 1,036,230 o
103-CITY CLERK 2,148 1,990 2,040 s
104-ANIMAL CARE AND SERVICES 2,532,760 2,736,230 2,809,120
106-RECORDS MANAGEMENT 440,963 368,770 489,720 v
107-HEALTHY RC PROGRAM 0 0 203,730 N
201 -ADMIN SRVCS-ADMINISTRATION 249,746 235,140 240,800
204-BUSINESS LICENSES 269,374 294,640 297,410 2
205 -CITY FACILITIES 1,678,755 1,150,530 1,330,530
206-FINANCE 1,147,074 1,049,890 1,176,310 0
207-GEOGRAPHIC INFORMATION SYSTEMS 292,837 387,700 418,170 2
209-INFORMATION SERVICES 1,923,657 1,937,070 1,846,150 3
210-PERSONNEL 417,848 382,890 484,490 1
211 -PURCHASING 321,313 320,520 383,310 do
212-RISK MANAGEMENT 184,066 171,860 184,240 m
213-TREASURY MANAGEMENT 17,253 15,830 16,070 i"
217-CITY TELECOMMUNICATIONS 0 331,300 375,540
301 -ECONOMIC AND COMMUNITY DVLPMNT 143,030 457,690 522,320
302-BUILDING AND SAFETY 1,944,703 1,865,640 1,785,020 1
303-ENGINEERING-ADMINISTRATION 251,549 265,830 287,240 ''
305-ENGINEERING-DEVELOPMENT MGT 507,873 706,800 712,790 .,
306-ENGINEERING-NPDES 367,159 411,280 414,320
c
307-ENGINEERING-PROJECT MGT 439,617 445,140 464,010 Z
308-ENGINEERING-TRAFFIC MGT 95,023 100,460 149,670 0
312-FACILITIES MAINTENANCE 3,279,433 3,615,940 3,620,910 t-
314-PLANNING 1,502,896 1,856,440 2,057,500 LL
315 -PLANNING COMMISSION 13,607 16,620 16,630
316-STREET AND PARK MAINT. 4,172,445 0 0
c
317-VEHICLE AND EQUIP.MAINT. 988,388 1,006,420 1,006,770
318-STREET MAINTENANCE 0 2,366,050 2,465,040
o
319-PARK MAINTENANCE 0 2,350,730 2,743,300 >
320-METROLINK STATION MAINTENANCE 0 237,120 0 0
322-CODE ENFORCEMENT 755,630 786,190 748,680 w
401 -COMMUNITY SRVCS-ADMINISTRATION 3,950,890 4,562,250 4,822,540
420-PARK AND RECREATION COMMISSION 3,045 3,100 3,500 M
701 -POLICE-ADMINISTRATION 28,825,468 30,353,880 31,759,200 0
TOTAL GENERAL FUND $ 63,034,802 $ 65,240,470 $ 69,162,990
0
W
u
OTHER GENERAL FUNDS a
003-REIMB ST/COUNTY PARKING CIT $ 52,446 $ 55,050 $ 72,610 s
006-CVWD REIMBURSEMENTS 207,079 198,970 236,840 x
008-CNTY OF S. B. REIMBURSEMENTS 88,298 86,680 86,680 0
016-COMM DEV TECHNICAL SRVCS FUND 158,061 86,130 52,340 0
017-LAW ENFORCEMENT RESERVE 66,723 176,660 346,190 u
018-TRAFFIC SAFETY 354,207 361,140 395,850
019-INFO TECHNOLOGY-DEVELOPMENT 196,860 204,320 204,320
I Itic,ll l.�ar 2U 14 1 T I'r�•liniin;u\ IAutl_!ct I';i._c 1 (�2,a L. •;:J
,
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
2012/13 Adopted Preliminary
Actual Budget Budget 8
020-CITY TECHNOLOGY FEE FUND 0 208,250 135,070 ::
022-MOBILE HOME PARK PROGRAM 4,453 36,210 36,430
E
023-SB 1186 CERT ACCESS SPEC PROG 0 4,510 4,960 0
025-CAPITAL RESERVE 5,822,765 2,660,900 2,478,600
073-BENEFITS CONTINGENCY 1,249,759 307,550 303,650 ~
To
TOTAL OTHER GENERAL FUNDS $ 8,200,652 $ 4,386,370 $ 4,353,540 =
v
SPECIAL REVENUE
100-ASSESSMENT DISTRICTS ADMIN $ 1,086,976 $ 1,195,420 $ 1,132,020
105-AB2766 AIR QUALITY IMPROVEMENT 550,502 345,210 25,620 v
110-BEAUTIFICATION 1,985 402,900 400,670 N
112-DRAINAGE FAC/GENERAL 1,536,748 167,720 198,010
114-DRAINAGE-ETIWANDA/SAN SEVAINE 80 580 390 E
116-ETIWANDA DRAINAGE 96,651 65,530 53,040 ;,
118-UPPER ETIWANDA DRAINAGE 80 350 160
120-PARK DEVELOPMENT 1,157,472 323,310 547,830 v
122-SOUTH ETIWANDA DRAINAGE 30 250 90 3"
124-TRANSPORTATION 1,471,113 5,987,090 3,366,130 -
126-LOWER ETIWANDA DRAINAGE 8,615 330 140 to
CU
129-UNDERGROUND UTILITIES 74,267 674,630 668,520 m
130-LMD#1 GENERAL CITY 1,402,755 1,402,520 1,206,970
131 -LMD#2 VICTORIA 3,135,945 3,496,980 3,715,740 al
132-LMD#3A HYSSOP 6,911 6,190 6,590
133- LMD#3B MEDIANS 1,319,254 1,119,080 883,460 a
134- LMD#4R TERRA VISTA 2,294,962 2,328,900 3,046,880
135 - LMD#5 TOT LOT 3,297 5,330 41,170
136- LMD#6R CARYN COMMUNITY 403,914 467,400 496,740 °
137- LMD#7 NORTH ETIWANDA 986,511 1,069,100 1,010,120
138- LMD#8 SOUTH ETIWANDA 29,303 31,240 35,860 0
139- LMD#9 LOWER ETIWANDA 496,668 495,880 506,640 v
140- LMD#10 RANCHO ETIWANDA 575,733 640,810 601,520 t
151 -SLD#1 ARTERIAL 851,710 852,120 861,620
152 SLD#2 RESIDENTIAL 317,239 320,930 561,310
153- SLD#3 VICTORIA 319,678 312,030 310,030 8
154- SLD#4 TERRA VISTA 194,468 165,150 163,000 u
155-SLD#5 CARYN COMMUNITY 64,641 67,480 68,800
156-SLD#6 INDUSTRIAL AREA 124,940 118,010 117,580 0
157-SLD#7 NORTH ETIWANDA 220,480 200,890 200,710 W
158-SLD#8 SOUTH ETIWANDA 129,206 1,092,790 91,210
170-GAS TAX 2105/PROP111 686,328 575,750 714,620
172-GAS TAX 2106-2107 1,954,586 2,190,560 2,201,500 2
174-GAS TAX R&T7360 716,343 2,597,080 2,097,650 E
176-MEASURE 1 1990-2010 (5,838) 206,640 499,580
177-MEASURE 1 2010-2040 2,270,875 1,443,010 2,461,190 a
182-AB 2928 TRAFFIC CONGEST RELIEF 0 0 90 LL
186-FOOTHILL BLVD MAINTENANCE 33,258 19,010 1,770 E
188-INTEGRATED WASTE MANAGEMENT 1,886,068 1,094,980 1,170,160 0
190-PROP 42-TRAFFIC CONGESTION MIT 543,996 72,820 109,450 0
194-PROPOSITION 1B STATE FUNDING 430 180 70
195-STATE ASSET SEIZURE 19,760 130,380 146,470
196-CA ASSET SEIZURE 15% 10,250 300 30
--100111111111.11.1111111111111.1111111111.111.1 -- _ _ a' - -.
I kcal l.c:u 21)1 1 I � I'rcliminar■ 1311,12,21 1':IJ lr,_`1� Ili4;'' I
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
2012/13 Adopted Preliminary -e-
Actual Budget Budget u°
197-FEDERAL ASSET SEIZURE 60 55,140 34,030 °i
198-CITYWIDE INFRASTRUCTURE IMPRV 6,404,119 1,906,990 908,690
204-COMMUNITY DEVELOPMENT BLK GRNT 803,168 1,397,690 1,378,360 a
214-PEDESTRIAN GRANT/ART 3 80 125,000 74,600
215 -ENRGY EFFICNCY/CONSRVATN GRNT 8,991 0 0 F-
218-PUBLIC RESRCE GRNTS/HEALTHY RC 224,278 126,560 407,770 =
225 -CA RECYC/LITTER REDUCTION GRNT 23,857 45,870 44,250
226-USED OIL RECYCLING GRANT 0 70 0
227-USED OIL RECYCLING PROGRAM 52,478 48,230 48,180
234-SAFE ROUTES TO SCHOOL PROGRAM 55,052 500,360 334,500 v
235 -PROP 84 PARK BOND ACT 0 283,500 288,500 0
250-RECREATION SERVICES 3,983,302 4,648,800 4,587,650
258-SENIOR OUTREACH GRANT 6,920 7,130 7,010 2
272-FREEDOM COURTYARD RSRC GRANTS 138,277 0 0 ;
290-LIBRARY FUND 4,026,675 4,138,190 4,222,020
291 -CA STATE LIBRARY 27,720 18,010 18,520 2
292-STAFF INNOVATION FD(CA ST LB) 112,643 55,000 68,190
298-CALIFORNIA LITERACY CAMPAIGN 0 920 0
301 -THE BIG READ LIBRARY GRANT 9,412 3,600 20,080 g
302-LIBRARY SERVICES&TECH. ACT 11,673 110 0 ,E
329-LIBRARY CAPITAL FUND 0 250,000 220,000 t
354-COPS PROGRAM GRANT-STATE 1,200 203,010 271,470 Si
356-JUSTICE ASSIST GRNT(JAG)ARRA 164,504 130 0 To
361 -JUSTICE ASSISTANCE GRANT(JAG) 22,144 30 23,570 ,
373-COPS SECURE OUR SCHOOLS GRANT 43,830 15,380 0
374-COPS HIRING PROGRAM GRANT 73,979 115,000 157,500 N
380-DEPT OF HOMELAND SECURITY GRNT 72,213 40,970 49,760 °
c
381 -HOMELAND SECURITY GRANT 2005 75,838 0 20
838-AD 91-2 REDEMPTION-DAY CANYON 51,693 51,960 52,440 0
848-PD 85 REDEMPTION FUND 1,598,856 1,764,200 1,254,810
a
868-CFD 2000-03 PARK MAINTENANCE 472,321 486,970 560,080 i
TOTAL SPECIAL REVENUE $ 45,443,474 $ 47,975,680 $ 44,753,150
0
7
CAPITAL PROJECTS ,0
602-AD 84-1 DAY CREEK/MELLO $ 150 $ 720 $ 2,420 8
'u
608-CFD 2000-02 RC CORPORATE PARK 399,968 0 0 Y
610-CFD 2000-03 RANCHO SUMMIT 143,879 0 0 0
612-CFD 2001-01 (2,560,338) 320 140 W
614-CFD 2003-01 PROJECT FUND (1,419,235) 0 0
615-CFD 2003-01 CULTURAL CENTER 0 50 5,000 2
z
617-CFD 2004-01 RANCHO ETIWANDA ES 0 500,000 500,000 0
7,
680-CFD 2006-01 VINTNER'S GROVE 0 100,000 100,000 >
a
TOTAL CAPITAL PROJECTS $ (3,435,577) $ 601,090 $ 607,560 z
a
z
ENTERPRISE FUNDS LL
700-SPORTS COMPLEX $ 2,229,025 $ 1,950,830 $ 2,526,280 ,
702-REGIS CONNECT 0 251,600 104,640 O.
705 -MUNICIPAL UTILITY 9,028,842 12,498,430 11,178,630 0
706-UTILITY PUBLIC BENEFIT FUND 438,501 548,170 551,560
TOTAL ENTERPRISE FUNDS $ 11,696,368 $ 15,249,030 $ 14,361,110
" I fiscal Yccur 2014 15 Piclirninat' I1iid_ci 1':1_�• 1(,'L :: :J
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
2012/13 Adopted Preliminary E
Actual Budget Budget 8
INTERNAL SERVICE FUNDS °J
712-EQUIPNEHICLE REPLACEMENT $ 1,368,392 $ 1,367,160 $ 1,064,200 3
E
714-COMP EQU1P/TECH REPLCMENT FUND 1,081,352 1,447,060 1,500,040 0
Y
TOTAL INTERNAL SERVICE FUNDS $ 2,449,744 $ 2,814,220 $ 2,564,240
To
TOTAL CITY OF RANCHO CUCAMONGA $ 127,389,463 $ 136,266,860 $ 135,802,590
V
RANCHO CUCAMONGA REDEVELOPMENT AGENCY -
DEBT SERVICE
500-TAX INCREMENT FUND $ 44,713,548 $ 0 $ 0 0
502-REGIONAL FACILITIES 9,889,843 0 0
504-SEWER&WATER FACILITIES 131,572 0 0 a)
505 -FIRE PROTECTION-RDA 35,593,337 0 0
506-TAX ALLOCATION BONDS-SPECIAL 60,221 0 0
N
510-ANIMAL CARE AND ADOPTION CENTR 1,704,509 0 0 2
511 -CENTRAL PARK 431,160 0 0 a
512-CITY YARD 5,614,416 0 0 3
513 -CIVIC CENTER PROJECTS 1,461,107 0 0 m
514-CULTURAL CENTER 5,672,869 0 0
515 -METROLINK STATION 2,272,679 0 0 m
516-RAILS TO TRAILS 1,136,339 0 0 v
517-RC FAMILY SPORTS CENTER 2,332,796 0 0
518-RC FAMILY RESOURCE CENTER 1,136,339 0 0 '�
D.
520-SPORTS COMPLEX PROJECTS 1,452,639 0 0
522-ARCHIBALD&BIANE LIBRARIES 2,139,435 0 0
N
TOTAL DEBT SERVICE $ 115,742,810 $ 0 $ 0 a
0
CAPITAL PROJECTS
0
620-ADMINISTRATION $ 81,966,653 $ 0 $ 0
v
622-AFFORDABLE HOUSING 35,482,754 0 0 LL
624-CIVIC CENTER RESERVE 2,330,438 0 0
628-HISTORIC PRESERVATION 237,308 0 0
630-LIBRARY 1,363,699 0 0
632-LOAN PROGRAM 1,058,774 0 0 r
'v
634-NON-TAX LOAN 144,532 0 0 >
642-REGIONAL SHOPPING CENTER 817,445 0 0 $
644-REGIONAL PROJECT FUND 2,948,102 0 0 W
646-SPORTS COMPLEX CAPITAL IMPRVMT 610,326 0 0 a
650-PUBLIC IMPROVEMENTS-2001 TAB 47,721 0 0 2
660-2004 TAX ALLOCATION BONDS 2,804,913 0 0 0
676-RDASA HOUSING 2,039 0 0
677-RD OBLIGATION RETIREMENT FUND 40,403,350 0 0 °
TOTAL CAPITAL PROJECTS $ 170,218,054 $ 0 $ 0 z
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TOTAL R.C. REDEVELOPMENT AGENCY $ 285,960,864 $ 0 $ 0
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R.C.FIRE PROTECTION DISTRICT °u
SPECIAL REVENUE
281 -FIRE FUND $ 18,052,297 $ 19,555,000 $ 21,893,690
I kcal 1-cat 2014 1 I'i li111111;11'\ Il1itL.1 1':p��� lh`(I L•: J
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2014/15 Preliminary Budget
2013/14 2014/15 E
2012/13 Adopted Preliminary
Actual Budget Budget
282-COMMUNITY FACILITIES DIST 85-1 6,873,724 6,870,790 7,159,320 °'
283-COMMUNITY FACILITIES DIST 88-1 1,842,057 2,023,430 2,221,520
288-FIRE PROTECTION CAPITAL FUND 20,857,838 4,963,610 4,806,480 0
289-FIRE DISTRICT CAPITAL RESERVE 492,262 223,500 0 `•'
TOTAL SPECIAL REVENUE $ 48,118,177 $ 33,636,330 $ 36,081,010
TOTAL R.C. FIRE PROTECTION DISTRICT $ 48,118,177 $ 33,636,330 $ 36,081,010
TOTAL ALL FUNDS $ 461,468,505 $ 169,903,190 $ 171,883,600
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I�i;l, 2I)14 15 l-fi i timlldr\ 1621 ••�:
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2014/15 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT-SUMMARY
0
V
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DEPARTMENT 2012-13 2013-14 2014-15
ELECTED OFFICIALS 7.0 7.0 7.0
To
CITY MANAGEMENT 9.0 11.0 12.0 0
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RECORDS MANAGEMENT 4.0 4.0 4.0
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FIRE DISTRICT 114.0 112.0 113.0 N
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ADMINISTRATIVE SERVICES
Administration/GIS/IS/Purchasing/Special Districts 30.0 33.0 30.0
Finance 18.0 18.0 19.0 a
Human Resources 5.0 5.0 6.0 a
TOTAL ADMINISTRATIVE SERVICES 53.0 56.0 55.0
a
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ANIMAL CARE AND SERVICES 21.0 23.0 21.0 m
COMMUNITY SERVICES 43.0 43.0 45.0 v
2
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration 1.0 1.0 2.0 "'
Building and Safety 25.0 25.0 24.0 .N
Engineering Services 32.0 32.0 34.0 °
Planning 16.0 16.0 15.0
Public Works Services 136.0 135.0 132.0 0
A_
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 210.0 209.0 207.0 2
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LIBRARY 26.0 26.0 26.0
REDEVELOPMENT AGENCY 0.0 0.0 0.0 z.
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TOTAL FULL TIME POSITIONS 487.0 491.0 490.0 a
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0
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I i:cal Lett 2(11-1 I
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2014/15 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL L
0
Adopted Preliminary
DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 E
E
0
ELECTED OFFICIALS
Mayor 1.0 1.0 1.0 ~
Councilmember 4.0 4.0 4.0 z
City Clerk 1.0 1.0 1.0 o
City Treasurer 1.0 1.0 1.0 '
TOTAL ELECTED OFFICIALS 7.0 7.0 7.0
r.
v
CITY MANAGEMENT N
Administrative Secretary 1.0 1.0 1.0
Assistant City Manager 1.0 1.0 1.0 3
City Manager 1.0 1.0 1.0 ;;
Communications Manager* 0.0 0.0 1.0 0 al
Executive Assistant 1.0 1.0 1.0 0
Management Aide 1.0 2.0 2.0 3
Management Analyst I 1.0 2.0 2.0
Management Analyst I1 1.0 0.0 0.0 ba
Management Analyst III 0.0 1.0 1.0 m
m
Office Specialist 1 1.0 1.0 1.0
4,
Principal Management Analyst 1.0 1.0 1.0 i9
TOTAL CITY MANAGEMENT 9.0 11.0 12.0 To
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RECORDS MANAGEMENT
Assistant City Clerk 1.0 1.0 1.0 0
Assistant City Clerk/Records Manager 1.0 1.0 1.0 `2
Office Specialist II 1.0 1.0 1.0
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Records Coordinator 1.0 1.0 1.0
N
TOTAL RECORDS MANAGEMENT 4.0 4.0 4.0 LL
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FIRE DISTRICT
Captain Specialist 0.0 3.0 3.0 g
Emergency Management Coordinator 0.0 1.0 1.0
EMS Administrator 1.0 1.0 1.0 '
Equipment Apprentice Mechanic 1.0 0.0 0.0 0
Field Training Officer 1.0 1.0 1.0 re
Fire Battalion Chief 4.0 4.0 4.0 12
Fire Captain 27.0 27.0 27.0 z
Fire Chief 1.0 1.0 1.0
Fire Deputy Chief 2.0 2.0 2.0 0
Fire Engineer 27.0 27.0 27.0 z
Fire Equipment Mechanic** 2.0 3.0 2.0 z
Fire Equipment Lead Mechanic * 0.0 0.0 1.0
Fire Information Systems Technician 1.0 0.0 0.0
LL
Fire Inspector/Captain Specialist 3.0 0.0 0.0
Fire Marshall 1.0 1.0 1.0 it
Fire Prevention Specialist I 3.0 3.0 3.0
Fire Prevention Specialist II 2.0 2.0 2.0
Fire Shop Supervisor 1.0 1.0 7'7\ t
I i.cal 1 c ii 2OI4 1 -',. I'rClimin:u\ IN1itliC1 I':Irc 104
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2014/15 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL g
O
Adopted Preliminary LI
al
DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 E
E
0
Firefighter 27.0 27.0 27.0
Management Aide* 0.0 0.0 1.0
Management Analyst I 0.0 1.0 1.0 2
Management Analyst II ** 3.0 2.0 1.0 0
Management Analyst 111 * 0.0 0.0 1.0 1
Office Specialist I1 4.0 3.0 3.0
Public Education Specialist 1.0 0.0 0.0 v
Secretary 1.0 1.0 1.0 N
Senior Administrative Secretary 1.0 1.0 1.0
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TOTAL FIRE DISTRICT 114.0 112.0 113.0
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ADMINISTRATIVE SERVICES
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Administration/GIS/IS/Purchasing/Special Districts 3
Administrative Secretary 1.0 1.0 1.0
Buyer I 1.0 1.0 1.0 m
Buyer II * 1.0 1.0 2.0 m
DCM/Administrative Services 1.0 1.0 1.0
GIS Analyst 1.0 0.0 0.0
GIS Technician 3.0 5.0 5.0 iu
GIS/Special Districts Manager 1.0 1.0 1.0 To
CD
Information Services Analyst I ** 2.0 3.0 2.0 0.
Information Services Analyst II 1.0 1.0 1.0 t
Information Services Manager 1.0 1.0 1.0 0
Information Services Project Coordinator 1.0 1.0 1.0 0
Information Services Specialist 1 3.0 2.0 2.0 0
Information Services Specialist II 1.0 1.0 1.0
E.Management Aide 1.0 0.0 0.0 s`
Management Analyst III 1.0 1.0 1.0
ro
Office Services Clerk** 1.0 1.0 0.0
Office Specialist II 1.0 1.0 1.0 3
Purchasing Clerk 1.0 1.0 1.0 Z-
0
Purchasing Manager* 0.0 0.0 1.0 1
Secretary 0.0 1.0 1.0 o
Senior Buyer** 1.0 1.0 0.0 w
Senior GIS Analyst 1.0 2.0 2.0 a
Senior Information Services Analyst** 2.0 3.0 2.0 2
z
Senior Information Services Specialist** 1.0 1.0 0.0 0
Special Districts Technician 2.0 2.0 2.0 0
Total Admin/GIS/IS/Purch/Spec Dist 30.0 33.0 30.0 z
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Finance W
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Account Clerk 5.0 5.0 5.0 0
Accountant* 0.0 0.0 1.0 a
Account Technician 1.0 2.0 2.0 0
Accounting Manager* 0.0 0.0 1.0
Budget Analyst 1.0 1.0 1.0
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
1 FISCAL YEAR 2014/15 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT-DETAIL ct
0
Adopted Preliminary
F.
DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15
E
E
0
Business License Clerk 2.0 2.0 2.0
Business License Program Coordinator 1.0 1.0 1.0 ~
Business License Technician 1.0 1.0 1.0 =
Finance Director 1.0 1.0 1.0
Management Analyst III 1.0 1.0 1.0 L
Payroll Supervisor* 0.0 0.0 1.0 N
Senior Account Clerk 1.0 0.0 0.0
v
Senior Account Technician ** 1.0 1.0 0.0 N
Senior Accountant** 3.0 3.0 2.0
Total Finance 18.0 18.0 19.0
-0
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Human Resources c
Administrative Secretary * 0.0 0.0 1.0 3
Benefits Technician** 1.0 1.0 0.0 1
Human Resources Director 1.0 1.0 1.0 9
Human Resources Manager 1.0 1.0 1.0 m
Human Resources Technician * 0.0 1.0 2.0
Personnel Clerk 1.0 0.0 0.0 v
Risk Management Coordinator 1.0 1.0 1.0
Total Human Resources 5.0 5.0 6.0 a
TOTAL ADMINISTRATIVE SERVICES 53.0 56.0 55.0 0
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ANIMAL CARE AND SERVICES o
Animal Care Supervisor 1.0 1.0 1.0
Animal Caretaker** 4.0 4.0 3.0 LL
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Animal Handler 2.0 2.0 2.0
Animal License Canvasser 1.0 1.0 1.0
Animal Services.Director 1.0 1.0 1.0
Animal Services Dispatcher 1.0 1.0 1.0 Z
Animal Services Officer 1.0 3.0 3.0 >
Community Programs Specialist 1.0 1.0 1.0 0
Management Aide 0.0 1.0 1.0 cc
I-
Office Specialist 11 3.0 3.0 3.0 a
Secretary 1.0 0.0 0.0 z
Senior Animal Services Officer 1.0 1.0 1.0 o
N
Veterinarian ** 1.0 1.0 0.0 0
Veterinary Assistant 1.0 0.0 0.0 z
Veterinary Technician 2.0 3.0 3.0 z
TOTAL ANIMAL CARE AND SERVICES 21.0 23.0 21.0
I
I-
COMMUNITY SERVICES
0.
Community Services Coordinator* 18.0 17.0 18.0 0
Community Services Director 1.0 1.0 1.0
Community Services Manager* 0.0 0.0 / 1.0
I kcal l ,2:11- 20 14 1 1'rL lifi1in:ir\ Iiti,l_c t 1'.i_C I (“) • a•
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2014/15 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL L
Adopted Preliminary d
DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 E
>_
O
Community Services Marketing Coordinator 1.0 1.0 1.0
Community Services Marketing Manager 1.0 1.0 0.0
Community Services Special Projects Coordinator* 0.0 0.0 1.0 2
Community Services Superintendent* 1.0 1.0 2.0 4
Community Services Supervisor 5.0 5.0 5.0
Community Services Technical Production Coordinator 1.0 0.0 0.0
Cultural Arts Manager 0.0 1.0 1.0 a
Management Aide 1.0 2.0 2.0 0
Management Analyst 1 2.0 2.0 2.0
Office Specialist II 7.0 7.0 7.0
Senior Administrative Secretary 1.0 1.0 1.0
Senior Park Planner** 1.0 1.0 0.0
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Theatre Technician III 3.0 3.0 3.0
TOTAL COMMUNITY SERVICES 43.0 43.0 45.0 3
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ECONOMIC AND COMMUNITY DEVELOPMENT m
Administration b
DCM/Economic&Community Development 1.0 1.0 1.0 .11;
Management Analyst II * 0.0 0.0 1.0 i
Total Administration 1.0 1.0 2.0
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Building and Safety
Associate Engineer 1.0 1.0 1.0 0
Building Inspection Supervisor 1.0 1.0 1.0 c
Building&Safety Services Director 1.0 1.0 1.0 v
Building&Safety Manager* 0.0 0.0 1.0 0
a.
Building Inspector* 4.0 4.0 5.0 Lz
Code Enforcement Officer* 4.0 4.0 5.0
Code Enforcement Supervisor 1.0 1.0 1.0 .
Management Analyst II ** 1.0 1.0 0.0
Office Specialist II 2.0 2.0 2.0
o
Plans Examiner 1.0 1.0 1.0
Public Service Technician 1 1.0 1.0 1.0 g
Public Service Technician II 2.0 2.0 2.0 w
Public Service Technician III 1.0 1.0 1.0 -
Secretary 1.0 1.0 1.0 2
z
Senior Code Enforcement Officer** 1.0 1.0 0.0 0
Senior Building Inspector** 2.0 2.0 0.0
0
Senior Plans Examiner 1.0 1.0 1.0 w
Total Building and Safety 25.0 25.0 24.0 i
L.T.
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Engineering Services =
Administrative Secretary 1.0 1.0 1.0 0
Assistant Engineer 5.0 5.0 5.0 0
Associate Engineer* 4.0 4.0 5.0
Engineering Services Director/City Engineer 1.0 1.0 1.0
Engineering Technician 5.0 4.0 4.0
I i,r:il 1 L•ai. 21)1-1 1 s I'Iclinhin:u\ IIukILL•t I':tL'c I(,? L••: J
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2014/15 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL g
O
Adopted Preliminary
DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15
E
E
0
Environmental Programs Coordinator 0.0 1.0 1.0 Li
Environmental Programs Inspector 2.0 2.0 2.0 ~
Environmental Programs Manager 1.0 1.0 1.0 =
Management Aide** 3.0 2.0 1.0 ci
Management Analyst 1 1.0 2.0 2.0
Management Analyst II * 0.0 0.0 1.0 L
Office Specialist II 2.0 2.0 2.0
Principal Engineer 0.0 1.0 1.0 N
Public Services Technician III 1.0 1.0 1.0
Public Works Inspector 1 * 0.0 0.0 1.0 3
Public Works Inspector II 1.0 1.0 1.0 T
Senior Civil Engineer 2.0 1.0 1.0
Supervising Public Works Inspector 1.0 1.0 1.0
Traffic Engineer 1.0 1.0 1.0 3
1
Utilities Division Manager 1.0 1.0 1.0 v
Total Engineering Services 32.0 32.0 34.0
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Planning `-
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Assistant Planner* 3.0 3.0 4.0 i)
Assistant Planning Director 1.0 0.0 0.0 T.
•V
Associate Planner 4.0 4.0 4.0 ,a
Management Analyst 1 ** 1.0 1.0 0.0
Office Specialist I ** 1.0 1.0 0.0 a
Office Specialist II 1.0 1.0 1.0 0
Planning Commission Secretary 1.0 1.0 1.0
Planning Director* 0.0 0.0 1.0
Planning Manager** 0.0 1.0 0.0
LL
Planning Technician 1.0 1.0 1.0
Secretary 1.0 1.0 1.0
Senior Code Enforcement Officer* 0.0 0.0 1.0 a
Senior Planner** 2.0 2.0 1.0
Total Planning 16.0 16.0 15.0
0
Public Works Services u
Assistant Engineer 1.0 1.0 1.0 N
Electrician 1.0 1.0 1.0 a
Equipment Operator 5.0 5.0 5.0 0
Facilities Superintendent 1.0 1.0 1.0
Fleet Supervisor 1.0 1.0 1.0 a
Inventory Specialist Equipment/Materials 1.0 1.0 1.0 a
Lead Maintenance Worker** 16.0 17.0 16.0 LL
Lead Mechanic 1.0 1.0 1.0 =
1-
Maintenance Coordinator 10.0 9.0 9.0 ij
Maintenance Supervisor 8.0 9.0 9.0 0
Maintenance Worker** 64.0 62.0 60.0 o
Management Aide 1.0 0.0 0.0
Management Analyst I 1.0 2.0 2.0
I kcal 1 ear -'()1-1 15 l'I'�llllllllaU■ liuLI 2c1 I'a l(�` L;•;:•
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2014/15 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL f
0
Adopted Preliminary
DEPARTMENT AND POSITION TITLE 2012-13 2013-14 201415
E
a
Management Analyst II 1.0 1.0 1.0 y
Mechanic 2.0 2.0 2.0 ~
Office Specialist 11 1.0 1.0 1.0 2
Parks/Landscape Maintenance Superintendent 1.0 1.0 1.0 0
Public Works Safety Coordinator 1.0 1.0 1.0 �'-
Public Works Services Director 1.0 1.0 1.0
Secretary 1.0 1.0 1.0 0
Senior Electrician 1.0 1.0 1.0 N
Senior Maintenance Worker 13.0 13.0 13.0
Signal &Lighting Coordinator 1.0 1.0 1.0 cu
Signal&Lighting Technician 1.0 1.0 1.0
Streets/Storm Drain Maintenance Superintendent 1.0 1.0 1.0
Total Public Works Services 136.0 135.0 132.0 -a
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 210.0 209.0 207.0
m
LIBRARY SERVICES m
Assistant Library Director 1.0 1.0 1.0 d
Librarian I 8.0 9.0 9.0 g
Librarian II 2.0 2.0 2.0 To
Library Assistant I ** 4.0 3.0 0.0 ,a
Library Assistant II 2.0 2.0 2.0
Library Clerk* 2.0 1.0 2.0 0
Library Director 1.0 1.0 1.0 o
Library Page 1.0 1.0 1.0
Library Page Il ** 1.0 1.0 0.0
Library Services Manager 0.0 1.0 1.0 LL
Library Technician* 0.0 1.0 4.0
Office Specialist 11 1.0 1.0 1.0
Principal Librarian 1.0 0.0 0.0 B
Senior Administrative Secretary 1.0 1.0 1.0 Z-
Senior Librarian 1.0 1.0 1.0 i'
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TOTAL LIBRARY SERVICES 26.0 26.0 26.0 0
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TOTAL FULL TIME POSITIONS 487.0 491.0 490.0 0
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Changes in staffing levels for Fiscal Year 2014/15 Preliminary Budget z
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**Position defunded in FY 2014/15 =
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2014/15 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
Adopted Preliminary •
DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 E
PART TIME EMPLOYEES FTEs(FULL TIME EOUIVALENTS)
To
CITY MANAGEMENT 1.9 0.5 1.0
RECORDS MANAGEMENT 1.4 1.3 1.3
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FIRE DISTRICT 3.2 4.1 3.2
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ADMINISTRATIVE SERVICES
Administration/GIS/IS/Purchasing/Special Districts 4.4 1.2 1.8
Finance 0.7 0.8 0.8
3
TOTAL ADMINISTRATIVE SERVICES 5.1 2.0 2.6
-o
ANIMAL CARE AND SERVICES 8.3 6.5 9.2 m
COMMUNITY SERVICES 160.0 190.5 192.6
ECONOMIC AND COMMUNITY DEVELOPMENT o
Building and Safety 0.5 0.9 0.0
Engineering Services 0.0 0.9 1.9
Planning 0.0 0.5 0.8
Public Works Services 35.5 35.3 32.3
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 36.0 37.6 35.0
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LIBRARY 34.9 36.3 36.0
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TOTAL PART TIME POSITIONS 250.8 278.8 280.9
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City of Rancho Cucamonga, California
Fiscal Year 2014/15 Preliminary Budget
Spendable Fund Balances
With the implementation of Governmental Accounting Standards Board (GASB) Statement No.
54,Fund Balance Reporting and Governmental Fund Type Definitions,local governments are now
required to use new fund balance terminology. As indicated in the Glossary of Budget Terms,
fund balance is essentially the difference between the assets and liabilities reported in a
governmental fund. There are five separate components of fund balance, each of which identifies
the extent to which the City is bound to honor constraints on the specific purposes for which
V
amounts can be spent.
a-
a
• Nonspendable fund balance (inherently nonspendable)
• Restricted fund balance (externally enforceable limitations on use)
• Committed fund balance (self-imposed limitations on use)
• Assigned fund balance (limitation resulting from intended use)
• Unassigned fund balance (residual net resources)
The first two components listed above are not included in the Spendable Fund Balances report on 3
the following pages due to the nature of their restrictions. The last three components are
incorporated into the report.
For the City's Operating Budget, following are the main components of the committed fund
balance included in the fund balance roll forward:
7
�V
N
Fund 001 —General Fund:
Changes in Economic Circumstances $16,526,373
Working Capital $ 3,262,024
Funds 281-283 —Fire District Operating Funds:
Changes in Economic Circumstances $10,154,076 LL
Working Capital $12,472,601
PERS Rate Stabilization $ 3,799,274
Employee Leave Payouts $ 2,470,440 >
All other fund balances in the City's Operating Budget are either committed or assigned. The o
Operating Budget has no unassigned fund balances. For descriptions of the City's committed fund
balance categories, please refer to the City's Financial Policies included in the Appendix to this
budget document. Z
0
The City adopts a balanced Operating Budget each year resulting in minimal overall fluctuations
in the fund balance from year to year. In the Other Funds, increases or decreases are dependent
upon general fluctuations in recurring revenues such as gas tax; the receipt of new grant funding; LL
or the usage of funding received in prior years for capital expenditures.
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City of Rancho Cucamonga,California
Summary of Changes in Spendable Fund Balances
Greater Than 10%and 5500,000
Fiscal Year 2014/15 Preliminary Budget
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Estimated Estimated u
Spendable Spendable 4,
F.
Fund Balance Fund Balance S %
July I.2014 June 30.2015 Change Change Reason for Charms Greater>10%and$500.000 E
CITY OF RANCHO CUCAMONGA E
GENERAL FUND
001-GENERAL FUND 24,234,708 23,972,698 (262,010) -1.08% 1`
TOTAL GENERAL FUND 24,234,708 23,972,698 (262,010) -1.08%
A
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OTIIER GENERAL FUNDS Z-
003-REIMB ST/COUNTY PARKING CIT 9,247 9,247 - 0.00%
I
006-CVWD REIMBURSEMENTS 314,355 352,515 38,160 12.14%
007-CAL TRANS REIMBURSEMENTS (25,748) (25,748) - 0.00% a.
008-CNTY OF S.B.REIMBURSEMENTS (10,139) (2,729) 7,410 -73.08%
m
016-COMM DEV TECHNICAL SRVCS FUND 1,624,716 1,621,226 (3,490) -0.21% m
017-LAW ENFORCEMENT RESERVE 8,131,402 7,854,612 (276,790) -3.40% N
018-TRAFFIC SAFETY 1,218 938 (280) -22.99% ri
019-INFO TECHNOLOGY-DEVELOPMENT 524,036 479,946 (44,090) -8.41% ''
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020-CITY TECHNOLOGY FEE FUND 30,854 30,854 - 0.00% c
022-MOBILE HOME PARK PROGRAM 55,895 39,295 (16,600) -29.70%
023-SB 1 186 CERT ACCESS SPEC PROG 5,544 7,154 1,610 29.04%
025-CAPITAL RESERVE 45,429,485 43,384,585 (2,044,900) -4.50% w
073-BENEFITS CONTINGENCY 5,567,827 5,325,787 (242,040) -4.35%
TOTAL OTHER GENERAL FUNDS 61 ,
658692 59,077,682 (2,581,010) -4.19% 3
SPECIAL REVENUE y
100-ASSESSMENT DISTRICTS ADMIN 768,527 693,667 (74,860) -9.74% D
101-AD 93-1 MASI COMMERCE CENTER 300,903 301,003 100 0.03% m
105-AB2766 AIR QUALITY IMPROVEMENT 258,778 462,778 204,000 78.83% m
110-BEAUTIFICATION 1,076,722 686,172 (390,550) -36.27% c
112-DRAINAGE FAC/GENERAL 1,006,931 1,028,981 22,050 2.19% y cu
114-DRAINAGE-ETIWANDA/SAN SEVAINE 151,658 189,298 37,640 24.82% _ii
115-IIENDERSON/WARDMAN DRAINAGE 802,989 802,989 - 0.00% 1O
116-ETIWANDA DRAINAGE 1,742,964 1,788,684 45,720 2.62% a
118-UPPER ETIWANDA DRAINAGE 532,505 537,725 5,220 0.98% in
120-PARK DEVELOPMENT 10,977,712 11,238,562 260,850 2.38% -
122-SOUTH ETIWANDA DRAINAGE 304,367 307,347 2,980 0.98% '_^
124-TRANSPORTATION 9,191,171 6,738,521 (2,452,650) -26.68% Use of funds accumulated over a period of time o
126-LOWER ETIWANDA DRAINAGE 475,670 480,760 5,090 1.07% o
128-ETIWANDA NO.EQUESTRIAN FACIL. 629,613 629,613 - 0.00% y
129-UNDERGROUND UTILITIES 11,068,515 10,608,915 (459,600) -4.15% o
130-LMD#1 GENERAL CITY 351,195 356,925 5,730 1.63% a
131-LMD#2 VICTORIA 2,265,061 2,023,191 (241,870) -10.68% v LL
132-LMD#3A HYSSOP 41,065 38,615 (2,450) -5.97% c
133-LMD#3B MEDIANS 502,184 859,344 357,160 71.12% no
134-LMD#4R TERRA VISTA 3,148,084 2,708,724 (439,360) -13.96% c
135-LMD#5 TOT LOT 65,191 27,141 (38,050) -58.37% o
136-LMD#6R CARYN COMMUNITY 162,015 122,855 (39,160) -24.17% U
137-LMD#7 NORTH ETIWANDA 744,066 659,556 (84,510) -11.36% Z"
138-LMD#8 SOUTH ETIWANDA 59,326 56,216 (3,110) -5.24% U
1
139-LMD#9 LOWER ETIWANDA 2,229,795 1,916,985 (312,810) -14.03% a
140-LMD#10 RANCHO ETIWANDA 839,574 735,914 (103,660) -12.35% Ou
150-GENERAL CITY STREET LIGHTS 67,699 68,379 680 1.00% W
151-SLD#I ARTERIAL 951,744 879,044 (72,700) -7.64%
152-SLD#2 RESIDENTIAL 55,044 80,294 25,250 45.87%
153-SLD#3 VICTORIA 1,148,429 1,194,519 46,090 4.01% 2
Z
154-SLD#4 TERRA VISTA 487,082 485,802 (1,280) -0.26% O
155-SLD#5 CARYN COMMUNITY 438 (24,992) (25,430) -5805.94% `^
156-SW#6 INDUSTRIAL AREA 370,231 385,301 15,070 4.07% 3
157-SLD#7 NORTH ETIWANDA (35,148) (34,748) 400 -1.14% V
158-SLD#8 SOUTH ETIWANDA 1,413,225 1,410,785 (2,440) -0.17%
170-GAS TAX 2105/PROP1 1 1 2,023,563 2,186,843 163,280 8.07% Z
172-GAS TAX 2106-2107 201,1 1 1 (260,639) (461,750) -229.60% "'
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174-GAS TAX R&T7360 2,791,509 2,604,569 (186,940) -6.70% =
176-MEASURE 1 1990-2010 1,320,739 835,089 (485,650) -36.77%
177-MEASURE 1 2010-2040 4,429,823 4,628,613 198,790 4.49% O
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178-SB 140 36,470 36,470 - 0.00% 0
182-AB 2928 TRAFFIC CONGEST RELIEF 292,663 292,573 (90) -0.03% U
186-FOOTHILL BLVD MAINTENANCE (75) (1,845) (1,770) 2360.00%
188-INTEGRATED WASTE MANAGEMENT 1,895,204 1,879,574 (15,630) -0.82%
190-PROP 42-TRAFFIC CONGESTION MIT 294,336 190,166 (104,170) -35.39%
194-PROPOSITION 1B ST 1 y 1.• • / • 236,434 2,290 0.98%
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City of Rancho Cucamonga,California
Summary of Changes in Spendable Fund Balances
Greater Than 10%and$500,000
Fiscal Year 2014/15 Preliminary Budget
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Estimated Estimated u
Spendable Spendable a,
Fund Balance Fund Balance S % E
July 1.2014 June 30.2015 Change Chanee Reason for Changes Greater>10%and$500.000 E
195-STATE ASSET SEIZURE 323,807 177,337 (146,470) -45.23% c
196-CA ASSET SEIZURE 15% 451 421 (30) -6.65% v
197-FEDERAL ASSET SEIZURE 118,123 85,253 (32,870) -27.83%
198-CITYWIDE INFRASTRUCTURE IMPRV 3,037,369 6,191,049 3,153,680 103.83%Reimbursement to be used for future projects
204-COMMUNITY DEVELOPMENT BLK GRNT 1,122,833 957,173 (165,660) -14.75% _
214-PEDESTRIAN GRANT/ART 3 (302,440) (377,040) (74,600) 24.67% r'
215-ENRGY EFFICNCY/CONSRVATN GRNT (209) (209) - 0.00% u
218-PUBLIC RESRCE GRNTS/HEALTHY RC 21,932 9,442 (12,490) -56.95%
225-CA RECYC/LITTER REDUCTION GRNT (316) (266) 50 -15.82% o.
226-USED OIL RECYCLING GRANT 64,458 64,458 - 0.00% m
227-USED OIL RECYCLING PROGRAM (4,289) (4,239) 50 -1.17% icr
234-SAFE ROUTES TO SCHOOL PROGRAM (722,230) (1,056,730) (334,500) 46.31% N
235-PROP 84 PARK BOND ACT (4,376) (9,376) (5,000) 114.26% ,,,
239-FEDERAL GRANT FUNDS-DREIER (83) (83) - 0.00% el al
250-RECREATION SERVICES 2,047,123 1,826,483 (220,640) -10.78% c
258-SENIOR OUTREACH GRANT (2,202) (2,292) (90) 4.09%
271-COUNTY SENIOR TRANSPORT.GRANT 65 65 - 0.00% v
272-FREEDOM COURTYARD RSRC GRANTS 577 577 - 0.00% y
290-LIBRARY FUND 5,741,372 5,621,852 (119,520) -2.08% c
291-CA STATE LIBRARY (22,853) (41,373) (18,520) 81.04% 3
292-STAFF INNOVATION FD(CA ST LB) 45,670 (22,520) (68,190) -149.31%
301-THE BIG READ LIBRARY GRANT 9,276 (10,804) (2Q080) -216.47% w
302-LIBRARY SERVICES&TECH.ACT 36,840 36,840 - 0.00% e
310-PUBLIC LIBRARY BOND ACT-2000 (193) (193) - 0.00% m
329-LIBRARY CAPITAL FUND 410,011 190,011 (220,000) -53.66% ;o
354-COP'S PROGRAM GRANT-STATE 358,132 286,662 (71,470) -19.96% ,c-,
356-JUSTICE ASSIST GRNT(JAG)ARRA (1,619) (1,549) 70 -4.32% a°i
36I-JUSTICE ASSISTANCE GRANT(JAG) 1,636 1,526 (110) -6.72% i'
370-OTS-DRINK LOSE GRANT 1,681 1,681 - 0.00% 10
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373-COPS SECURE OUR SCHOOLS GRANT 31,042 31,042 - 0.00% a
374-COPS HIRING PROGRAM GRANT - (820) (820) NDIV/0! Y
380-DEPT OF HOMELAND SECURITY GRNT (28) (28) - 0.00% ti
381-HOMELAND SECURITY GRANT 2005 (89,608) (89,628) (20) 0.02%
838-AD 91-2 REDEMPTION-DAY CANYON 104,424 84,584 (19,840) -19.00% °c
848-PD 85 REDEMPTION FUND 650,963 662,333 11,370 1.75% C
868-CFD 2000-03 PARK MAINTENANCE 500,358 348,638 (151,720) -30.32% v
TOTAL SPECIAL REVENUE 81,152,509 78,032,989 (3,119,520) -3.84% o
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DEBT SERVICE ;,7*-
530-NORTHEAST COMM.PARK REDEMPTIO 13 13 - 0.00% c
TOTAL DEBT SERVICE 13 13 - 0.00% m
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CAPITAL PROJECTS c
600-AD 82-1 6TH ST INDUSTRIAL 12,760 12,880 120 0.94% LI
602-AD 84-1 DAY CREEK/MELLO 1,089,283 1,097,873 8,590 0.79% i
V
606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) (41,128) - 0.00% 1
607-CFD 2000-01 SOUTH ETIWANDA 63 63 - 0.00% >-
610-CFD 2000-03 RANCHO SUMMIT 18,975 18,975 - 0.00% 0
612-CFD 2001-01 480,409 485,119 4,710 0.98% cc
614-CFD 2003-01 PROJECT FUND 174,858 174,858 - 0.00% N
615-CFD 2003-01 CULTURAL CENTER 5,018 18 (5,000) -99.64% <
617-CFD 2004-01 RANCHO ETIWANDA ES 449,598 (50,352) (499,950) -111.20% Z
680-CFD 2006-01 VINTNER'S GROVE 508,585 408,595 (99,990) -19.66% O
681-CFD 2006-02 AMADOR ON ROUTE 66 7,880 7,940 60 0.76% '-^
TOTAL CAPITAL PROJECTS 2,706,301 2,114,841 (591,460) -21.85% E
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ENTERPRISE FUNDS Z
700-SPORTS COMPLEX 87,257 87,257 - 0.00% z
702-REGIS - (140) (140) #DI V/0!
705-MUNICIPAL UTILITY 5,122,267 5,797,317 675,050 13.18%Results of operations;for use in future period
t•.1
706-UTILITY PUBLIC BENEFIT FUND 634,661 385,081 (249,580) -39.32% Use of funds accumulated over a period of time
707-MUNICIPAL DEPARTING LOAD FUND 19,302 19,302 - 0.00%
>-
708-RCMU CAPITAL REPLACEMENT FUND 1,666,288 1,683,098 16,810 1.01%
TOTAL ENTERPRISE FUNDS 7,529,775 7,971,915 442,140 5.87% 1.1
INTERNAL SERVICE FUNDS
712-EQUIP/VEHICLE REPLACEMENT 7,869,985 6,888,175 (981,810) -12.48% Use of funds accumulated over'_-.,of time
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City of Rancho Cucamonga,California
Summary of Changes in Spendable Fund Balances
Greater Than 10%and$500,000
Fiscal Year 2014/15 Preliminary Budget
re
E
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Estimated Estimated
Spendable Spendable a'
Fund Balance Fund Balance $
July 1.2014 June 30.2015 Change Change Reason for Changes Greater>10%and$500.000 E
714-COMP EQUIP/TECH REPLCMENT FUND 2,891,648 1,744,808 (1,146,840) -39.66% Use of funds accumulated over a period of time
TOTAL INTERNAL SERVICE FUNDS 10,761,633 8,632,983 (2,128,650) -19.78%
TOTAL CITY OF RANCHO CUCAMONGA 188,043,631 179,803,121 (8,240,510) -4.38%
I x
R.C.FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281-FIRE FUND 24,565,594 24,565,594 - 0.00%
282-COMMUNITY FACILITIES DIST 85-1 3,683,826 2,786,006 (897,820) -24.37% Use of funds accumulated over a period of time N
283-COMMUNITY FACILITIES DIST 88-1 171,231 171,231 - 0.00%
285-FIRE TECHNOLOGY FEE FUND 22,012 39,352 17,340 78.78%
288-FIRE PROTECTION CAPITAL FUND 37,684,777 39,454,467 1,769,690 4.70%
289-FIRE DISTRICT CAPITAL RESERVE 1,168,571 1,168,571 - 0.00%
TOTAL SPECIAL REVENUE 67,296,011 68,185,221 889,210 1.32%
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TOTAL R.C.FIRE PROTECTION DISTRICT 67,296,011 68,185,221 889,210 L32%
TOTAL ALL FUNDS 255,339,642 247,988,342 (7,351,300) -2.88%
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DEPARTMENTAL
BUDGET
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City Council
Department Budget Summary e
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Overview of Department u
As a body of elected officials, the separately elected Mayor and four-member City Council g
establish local laws, set policy, approve programs, adopt the annual budget and appropriate funds.
As elected representatives of the citizens,the City Council is responsible to all of the people, and iE
as such devotes its energies to making decisions which are in the best interest of the public welfare.
The Mayor and City Council members serve overlapping four-year terms. The City Council also z.
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serves as the Board of Directors for the Rancho Cucamonga Fire Protection District(a subsidiary '
district of the City).
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The City Council meets the first and third Wednesday of the month at City Hall to discuss and o
vote on pertinent issues facing the City and its residents. In addition, the City Council is
responsible for appointing the City Manager, City Attorney, and members of certain foundations,
boards and commissions.
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FY 2014/15 City Council Priorities 3
"Dedicated to creating and maintaining a well-balanced community, that is a safe and fulfilling
place to live, grow, work, and play."
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The four primary goals established by the City Council for the upcoming fiscal year are as
follows:
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• Public Safety: Proactively develop public safety programs and facilities to meet t
community needs. o
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• Parks and Recreation Development: Proceed with planning and development of major o
parks and recreational projects.
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• Enhancing Premier Community Status: As the community matures, undertake
programs and projects to enhance Rancho Cucamonga's position as the premier community
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in our region. a
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• Mid and Long Range Planning: Begin efforts to develop mid-range and long-term goals o
and vision for the City. W
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fiscal Year 2(11-1 15 I'rcliminar■ Budget I'a`�e 18-I '' - 4
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City Council
Department Budget Summary
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Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 g
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Operating Budget i=
Personnel Services $ 160,113 $ 151,550 $ 154,080
Operations and Maintenance 12,776 18,250 21,700 1
Capital Outlay - - -
0
Cost Allocation (31,420) (49,840) (50,380)
0
Debt Service - - - N
Transfer Out - - -
Subtotal 141,469 119,960 125,400 m
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Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - - `
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Cost Allocation - - -
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Debt Service - - -
Transfer Out - - -
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Subtotal - - -
0
N
All Funds LL
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Personnel Services 160,113 151,550 154,080
0
Operations and Maintenance 12,776 18,250 21,700 Y
Capital Outlay - - - }
Cost Allocation (31,420) (49,840) (50,380) o
Debt Service - - -
Transfer Out - - -
Z
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Total Cost $ 141,469 $ 119,960 $ 125,400
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Staffing Summary (Budgeted) Z
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Full Time - - - LL
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Part Time 5.0 5.0 5.0 0
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Total Staffing 5.0 5.0 5.0
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City Clerk
Department Budget Summary
Overview of Department
The City Clerk is an elected official charged with the responsibility of maintaining records of City
Council actions and recordation of minutes for all meetings of the City Council. In addition, the
City Clerk is responsible for all documents and duties associated with municipal elections. This
position works with the Assistant City Clerk/Records Manager,who is responsible for the day-to-
day operations of the office.
FY 2014/15 Budget Highlights
• Assist in coordinating filing of documents for the Fair Political Practices Commission and
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administration of the City's Conflict of Interest Code.
• Ensure the preparation of minutes for all City Council, Redevelopment Agency/Successor
Agency; Fire Protection District, and City Council subcommittees.
• Oversee the swearing in and orientation of appointees.
• Administer, in conjunction with the Records Management Department, all efforts
associated with any municipal elections within the City of Rancho Cucamonga.
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I iseal Year 2014 15 I'reliminar\ I aLlc 18li �L•���'J
City Clerk
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget y
Funds Summary 2012/13 2013/14 2014/15 E
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Operating Budget i=
Personnel Services $ 2,667 $ 2,650 $ 2,700 z.
0
Operations and Maintenance - 160 160
Capital Outlay - - -
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Cost Allocation (520) (820) (820)
0
Debt Service - - -
Transfer Out - - -
Subtotal 2,147 1,990 2,040
-0
Other Funds 3
II
m
Personnel Services - - - an
Operations and Maintenance - - -
Capital Outlay - - - '
Cost Allocation - - -
0.
Debt Service - - -
Transfer Out - - -
s
0
Subtotal - - - e
s
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All Funds it
Personnel Services 2,667 2,650 2,700
0
Operations and Maintenance - 160 160 a
Capital Outlay - - - y
Cost Allocation (520) (820) (820) o
Debt Service - - -
Transfer Out - - -
2
Z
0
Total Cost $ 2,147 $ 1,990 $ 2,040
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Staffing Summary (Budgeted) Z
LL
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Full Time - - - o
Part Time 1.0 1.0 1.0 0
0
Total Staffing 1.0 1.0 1.0
1 kcal 1-1/4_s:11. 2014 15 I'rclintinur% 13u4ct 1',i 1c 117 L. •;:
City Treasurer
Department Budget Summary E
Overview of Department
The City Treasurer is an elected official charged with the responsibility for the custody and
investment of all City funds. The Treasurer is the City's official "signature" for all financial
transactions made. The Deputy City Manager/Administrative Services has been appointed as
Deputy City Treasurer and has the authority to handle treasury functions needing daily attention.
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FY 2014/15 Budget Highlights
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• Maintain funds in secure and liquid investments.
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• Structure maturities to meet City cash flow needs throughout the year.
• Present the City's investment policy to the City Council for annual approval.
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e'er�o Years of Excellence'
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City Treasurer
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 g
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Operating Budget
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Personnel Services $ 2,667 $ 2,650 $ 2,650 4
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Operations and Maintenance 19,085 19,760 19,880
Capital Outlay - - -
Cost Allocation (4,500) (6,580) (6,460)
8
Debt Service - - - N
Transfer Out - - -
IO
Subtotal 17,252 15,830 16,070
3
Other Funds
Personnel Services - - - co
Operations and Maintenance - - -
Capital Outlay - - - §
Cost Allocation - - -
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Debt Service - - -
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Transfer Out - - - 5
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All Funds LL
Personnel Services 2,667 2,650 2,650
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Operations and Maintenance 19,085 19,760 19,880 u
Capital Outlay - - - Y
Cost Allocation (4,500) (6,580) (6,460) o'0
Debt Service - - -
Transfer Out - - -
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Total Cost $ 17,252 $ 15,830 $ 16,070
0
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Staffing Summary (Budgeted) Q
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Full Time - - - LL
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Part Time 1.0 1.0 1.0 0
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Total Staffing 1.0 1.0 1.0 AFI- — I kcal Year 21)I4 15 I'rcliniinar■ Itucllet I'alile 189 L, •; �
City Management
Department Budget Summary r
Overview of Department
As the administrative head of city government,the City Manager is appointed by the City Council
to oversee the enforcement of municipal laws, direct daily operations of the City, make
recommendations to the City Council, prepare and administer the municipal budget, appoint and
supervise all City department heads and employees, and supervise the operation of all City To
departments.
The City Manager's Office coordinates and oversees a variety of interdepartmental activities and
programs and provides direct support for the City Council. One such effort is the city-wide Healthy a
RC program, which encourages a healthy and environmentally sustainable lifestyle for those who
live, work, and play in the community. Healthy RC initiatives include the Safe Routes to School
program, Green Business Recognition Program, CASA healthy cooking classes, electric vehicle
charging station network, and the implementation of various policies that encourage access to
healthy food and physical activity, including farmers' markets, community gardens, and walkable
neighborhoods. This past year, the City's Healthy RC Kids initiative was ranked#1 by First Lady
Michelle Obama's Let's Move! Cities, Towns and Counties.
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The Office also oversees the City's award-winning Community Information Program including
the publication of the RC Reporter quarterly newsletter and other public information efforts. The
staff is also responsible for media relations, responds to and follows-up on citizen inquiries and
concerns regarding City programs and services, operates the government access channel RCTV-3
and oversees the live broadcasts of City Council meetings. The City Manager's Office staff also
manages the City's Legislative Advocacy Program, ensuring that Rancho Cucamonga's interests
are heard at the local, state, and federal level on issues impacting the City. These efforts are
governed by the City's Legislative Platform which promotes the principles of local control and
protection of local revenue.
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FY 2014/15 Budget Highlights
• Continue to provide support for the City Council and leadership for all City departments.
• Continue to administer ongoing core programs such as the Community Information
Program and the Legislative Affairs Program. o
• Monitor the City's budget and changes in economic
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conditions at the local,state and federal level,throughout the (
4 „4
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year.
• Oversee the City's Healthy RC and Green RC initiatives.
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City Management
Department Budget Summary
E
Adopted Preliminary 0
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 g
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Operating Budget
T.
Personnel Services $ 1,246,813 $ 1,325,220 $ 1,539,080
Operations and Maintenance 23,600 43,020 117,170
Capital Outlay - - -
Cost Allocation (252,040) (401,580) (416,290)
0
Debt Service - - -
Transfer Out - - -
Subtotal 1,018,373 966,660 1,239,960
0
a
Other Funds 3
a
Personnel Services 37,189 44,570 125,700
Operations and Maintenance 187,090 81,990 282,070
Capital Outlay - - - i
To
Cost Allocation - - -
a
Debt Service - - -
Transfer Out - - - a
0
0
Subtotal 224,279 126,560 407,770
0
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All Funds LL
Personnel Services 1,284,002 1,369,790 1,664,780 0
Operations and Maintenance 210,690 125,010 399,240 u
Capital Outlay - - -
Cost Allocation (252,040) (401,580) (416,290) 0
Debt Service - - - W
Transfer Out - - -
2
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0
Total Cost $ 1,242,652 $ 1,093,220 $ 1,647,730
0
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Staffing Summary (Budgeted) Z
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Full Time 9.0 11.0 12.0 0
Part Time 1.9 0.5 1.0 0
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Total Staffing 10.9 11.5 13.0
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I kcal 1'Car 2(114 1 I'rclimina ■ Itu4ct I'a_,c 1')1 •-••
City Management rE
+o 1100I Performance Statistics o
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Healthy RC Highlights .E
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• $661,367 secured in federal, state, and private grant funds in FY 2012/13; a
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• Ranked#1 in the nation in First Lady Michelle Obama's Let's Move! Cities, Towns and
Counties initiative;
• Rancho Cucamonga was invited to the White House to be recognized by the First Lady for o
the City's commitment to creating healthy lifestyles;
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• Healthy RC Dining Program increased number of participating restaurants to 14 in 2013;
• Bringing Health Home Program assisted 599 families with the purchase of fresh produce at
local farmer's markets; 133% increase; 3
• Healthy RC began developing a comprehensive Strategic Plan in early 2013; over 32,600
individuals were reached through stakeholder meetings and surveys— 1 in every 5 Rancho
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Cucamonga residents. -.;
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Legislative Advocacy - '2.- - , '
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The City Manager's Office coordinates an active legislative program focused on protecting the t°
interests of our community. Our legislative efforts include researching and monitoring federal
and state bills,preparing position letters in response to proposed legislation, and working with >
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our Legislators to promote the interests of our City.
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2012 State Legislative Session 2013 State Legislative Session <
39 Bills Tracked 51 Bills Tracked z
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Oppose
Oppose >
28% Support O
10% tJ
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Support Watch 16% i-W
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1�!=� •• J I ical Year 21)14 15 I'rclimiar% li �l t l' c I >� i • ;:'
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City Management
Services to the Community
O
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Management
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Healthy RC Community Legislative Affairs Performance 3
Initiative Information Measurement and
Program Reporting
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Records Management
Department Budget Summary E
Overview of Department
The Records Management Department operates under the
administrative direction of the Assistant City Clerk/Records
Manager. This Department is responsible for agenda --{
management, legislation, and records management. The --�
Department provides ancillary technical support regarding
research requests from staff, officials, and the general public as t- u
part of its records maintenance duties, including maintenance of
the Municipal and Zoning Code and Conflict of Interest Code. -
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Records Management serves as the single point of contact to provide information to the community
and general public relating to official City records. The Records Management Department
maintains and updates placement of the City Council agenda packet on the City's website,prepares
all agenda and minutes for the City Council, Redevelopment Agency/Successor Agency, Fire
Protection District, and all City Council subcommittees. Additionally, the Department is
responsible for assisting with proclamations, resolutions, ordinances, agreements, bid openings,
contracts, records management, archiving and records destructions, and compliance with legal
advertisements and public notification information. Finally, on a bi-annual basis, the Records
Management Department coordinates and assists the Assistant City Clerk/Records Manager to
administer all efforts associated with municipal elections in the City of Rancho Cucamonga.
FY 2014/15 Budget Highlights
• Coordinate Public Records Act requests and oversee Brown Act compliance.
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• Continue efforts at providing the community with public information and documentation o
that relate to City records.
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• Provide assistance to all departments with the maintenance and disposition of their records.
• Continue preparing all City Council, Redevelopment Agency/Successor Agency, Fire
Protection District, and City Council Subcommittee agendas and minutes and assist with
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coordination of proclamations presented at Council meetings. o
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• Continue to assist with bid openings, acceptance and calendaring of appeals and receipt of
subpoenas. o
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Records Management
Department Budget Summary
I
Adopted Preliminary u
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Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 g
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Operating Budget
Personnel Services $ 406,864 $ 428,130 $ 440,100
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Operations and Maintenance 158,598 93,840 246,350
Capital Outlay - - - f•
Cost Allocation (124,500) (153,200) (196,730)
0
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Debt Service - - -
Transfer Out - - -
Subtotal 440,962 368,770 489,720
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Other Funds 1
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3
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - - 1
1 76
Cost Allocation - - -
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Debt Service - - -
Transfer Out - - -
a
0
•Subtotal - - -
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0
All Funds
Personnel Services 406,864 428,130 440,100 0
Operations and Maintenance 158,598 93,840 246,350 z-
Capital Outlay ' - - - v
Cost Allocation (124,500) (153,200) (196,730) g
Debt Service - - - W
Transfer Out - - -
2
0
Total Cost $ 440,962 $ 368,770 $ 489,720
0
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Staffing Summary (Budgeted) Z
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Full Time 4.0 4.0 4.0 0
Part Time 1.4 1.3 1.3 0
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Total Staffing _ 5.4 5.3 5.3
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Records Management E
Performance Statistics
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City Council Agenda Items 2012 City Council Agenda Items 2013
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Total=761 Total=795
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PD,11 - Bldg,3 n.2 Bldg 7 w
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Animal,6 ROAJSA,49 CMO,69 Animal 19 PD,13 RDA/S0.35 CMO,61
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Planning,28 Admin.,88 Planning 31 ,.Admtn.,77 m
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CSD,49 CSD,50 a,
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City Clerk,: Fire,74 m
Fire,82
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library,20 Finance,79 0
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Eng,132 Pworks,51 y
Pworks,52 Eng,201 0
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Records Requests 2012=474 ■2013=641
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62 59 0
60 49 51 F
50 48 48 42 3129129111
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Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec o
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Records Management e
Services to the Community c
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Prepare public Process Public Process Board I Assist with co
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meeting agendas Records Act and Commission election
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and minutes requests applications administration '
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Responsible for\ "rovide access to'\ Accept appeals .
City-wide records Economic Interest Update and and schedule .3
retention programs Report and maintain City administrative 0
Campaign ordinances and hearings for
Assists Departments
Financial codes various a.
with records °
Disclosure Filings Departments
retention ♦ \ W
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Police (Contract)
Department Budget Summary
E
Overview of Department •
Since incorporation, law enforcement services in the City :*; . " . ;
have been provided through a contract with the San
Bernardino County Sheriffs Department. The low crime ;.: ., ► "
rate that the City continues to enjoy is a direct result of the '`
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hard work and dedication of the men and women of the
Police Department and the positive interaction and . •
participation by the community in crime prevention
activities.
.f _ deols, °
The Police Department has one of the largest volunteer units >,
in the Inland Empire,which includes Line Reserves, Citizen a ad■
Patrol, Equestrian Patrol and Explorers. The number of '`� . ,
volunteer hours dedicated to the Department and the City
continues to be the highest in the County. Many of these volunteers have been residents within 3
the City for some time, which also attests to the community's involvement of working together to
provide a better place to live.
Public safety is the City's highest priority. The City has expended funds in prior years to add
equipment and personnel to enhance Police services to meet increased service needs. The City
will continue to take advantage of any available Federal and State funding opportunities. As the
community continues to grow,the challenge will be to continue addressing these increased needs
that affect the "quality of life" in Rancho Cucamonga and define our community as a safe one.
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FY 2014/15 Budget Highlights 0
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• Continue deployment of the Bloodhound Teams.
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• Continue to utilize the Threat Assessment Team and provide continued Active Shooter
Training. o
• Add fixed license plate readers at strategic locations throughout the City. a
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• Full year of staffing for grant-funded Deputy to combat vehicle burglaries.
• Provide ongoing support of key prevention programs such as the Graffiti Tracker System,
Narcotic Intervention and Prevention Program C.A.N.I.N.E in our schools,National Night
Out, and the Every 15 Minutes Program o
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Not' kcal cal \ ca 21)14 15 I'rcIimirar% 198 I . •;:
Police (Contract)
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 E
E
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Operating Budget
Personnel Services $ - $ - $ -
u-
Operations and Maintenance 28,779,630 30,262,440 31,623,490
F.
Capital Outlay - - 5,000
r.
Cost Allocation - - - o
Debt Service 1,858 16,440 13,750
Transfer Out 43,978 75,000 116,960
3
Subtotal 28,825,466 30,353,880 31,759,200
.
Other Funds 1
Personnel Services 12,761 1,000 -
Operations and Maintenance 539,067 783,500 878,270
Capital Outlay 302,953 255,000 455,390 g
To
Cost Allocation - - -
0.
Debt Service - - - ;)
Transfer Out 30,160 72,720 114,080
0
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Subtotal 884,941 1,112,220 1,447,740 i
0
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All Funds CZ
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Personnel Services 12,761 1,000 - o
Operations and Maintenance 29,318,697 31,045,940 32,501,760
Capital Outlay 302,953 255,000 460,390 }
Cost Allocation - - - g
Debt Service 1,858 16,440 13,750
Transfer Out 74,138 147,720 231,040 4^
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Total Cost $ 29,710,407 $ 31,466,100 $ 33,206,940
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Staffing Summary (Budgeted) Z
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Safety Personnel 135.0 133.0 133.0 0
Non-Safety Personnel 39.0 41.0 41.0 0
Total Staffing 174.0 174.0 174.0
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Police (Contract)
Performance Statistics
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2013 Performance Highlights
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• 138,768 calls for service— 1.2% decrease; g
• Average response time for service calls was 4 minutes 20 seconds; y
• Part I crimes down 11.3%;
• Crimes Against Persons down 3.1% _
• Property crimes down 6.4%. ii
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Crime Data .2012 ■2013 Crimes Against Persons 2012=712 Cr
•2013=690
9,005 9.071 100 87
10,000
76 >
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8,003 5,074 q,502 58 57 67 62 67 60 64 64 64 c
6,000 60 ii 5 51 53 5151 4 $
4,000 l
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Part I Crimes Part II Crimes m
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"Includes:assaults,minor sex offenses,liquor law violations,vandalism,DUI and tan Feb Mar Apr May June Jul Aug Sep Oct Nov Dec a
drug abuse
*Includes:homicide,forcible rape,robbery,aggravated assault and burglary
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Traffic Safety: Comparison 2012 and 2013
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Citations 020'2 Jan-.rune=9,576 Traffic Accidents ozo z Jen-JUna- 0
■20,3 Jan-June=8.81'9 •23'3 Jan Juno-■_.77 w
120 120 a'
2.000 1,T771�6� 1'6� 1,716'' '� 115 111 10 a.
1,604 1,430 �� 73 7 iIIIIll1 SO m Z c 40 v r=0 u
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Jan Feb Mar Apr May Jun ii
Jan Feb Mar Apr May Jun O
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.2e,JJa..Juno 2G, Traffic Safety Summary
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50 trim 39 37 •• 1,432 traffic accidents— 17.2%increase LL
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• 21,138 traffic citations issued—5.4%increase; F
30 20 • 555 DUIS— 15.5%decrease. o
10 J:J_.jLILi1_.iLIej o
Jan Feb Mar Apr May Jun
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•••
Fiscal Year 201.4 15 Prcliminan IKuclt,ct I'ct�ir 21■() � :.J
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Police (Contract)
Services to the Community
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Law Crime Criminal Parking 3
Enforcement Prevention Traffic Safety Investigations = Enforcement •
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Crime Citizens Equestrian Explorer - Volunteer
Analysis Patrol Patrol Program Programs 0
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I i,eal Yea! 2014'15 Preliminar\ Bud,2c1 Pai,r N/1 ���
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Fire District
Department Budget Summary
E
Overview of Department
The Fire District's mission is to serve the community
by reducing risks to life,property and the environment
through the delivery of effective and efficient
emergency and non-emergency services. The Fire
District is a subsidiary district of the City and has its - --:-
own statutory funding. The City Council serves as the - J�1 1 e
Fire District Board of Directors.
Direct services provided by the Fire District include, __
structural and wildland fire suppression, emergency medical services, hazardous materials
response and technical rescue. Risk reduction activities include fire prevention and inspection,
public education and emergency management and disaster preparedness.
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The Fire District supports these services through progressive executive and personnel
management,personnel development and training,advanced planning and financial administration
and logistical support which includes apparatus and facilities maintenance, communications and
information technology.
Programs in support of these services include: advanced pre-hospital medical care provided by
firefighters trained as paramedics and emergency medical technicians utilizing state-of-the-art
cardiac monitoring equipment, specialized training and apparatus for fighting fires in the wildland
urban interface areas of the community and specially trained and equipped crews for completing
complicated rescues of people in confined spaces, trapped in vehicles or injured in the rugged
foothills. Also offered are fire inspection and weed abatement services, home-generated sharps `s
disposal program, Community Emergency Response Team (CERT) training and juvenile fire-
setter
intervention services.
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FY 2014/15 Budget Highlights
• Implement use of pictometry, an advanced mapping and aerial photography produce that
will enhance the District's response planning and emergency management capability.
}
• Equip each unit with an iPhone and iPad to improve access to District maps and certain 8
response information as well as to enable access to Active 9-1-1 which enables the iPhones
to receive incident and call routing information straight from the dispatch center.
• Implement Accela Automation for the Prevention Bureau enabling field-based data
collection via iPads. o
• Continuation of capital projects with major renovations occurring at the Jersey Station,
Banyan Station, and the Fire Maintenance Facility. LL
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• Outfit the Banyan and Day Creek Stations with cost saving solar technology.
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I i�ral 1'c,ir 201 4 1 I'r�lintinar� 13ud_�Lt 1)11,2c .
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Fire District
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget Ai
Funds Summary 2012/13 2013/14 2014/15
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Operating Budget y
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Personnel Services $ 21,626,589 $ 21,918,450 $ 23,701,960 z.
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Operations and Maintenance 4,142,300 5,397,230 5,787,330 '
Capital Outlay - - - Y.
Cost Allocation - - - a
Debt Service 400,638 403,770 804,580 8
Transfer Out 598,550 729,770 980,660
Subtotal 26,768,077 28,449,220 31,274,530
Other Funds
ii
Personnel Services 24,249 29,450 49,290
Operations and Maintenance 19,882,453 1,674,130 1,180,950
Capital Outlay 398,348 3,524,500 3,626,000 i
Cost Allocation - - - To
Debt Service - - -
Transfer Out 1,117,260 - -
c
0
Subtotal 21,422,310 5,228,080 4,856,240
0
0.
All Funds LL
Personnel Services 21,650,838 21,947,900 23,751,250 .j
Operations and Maintenance 24,024,753 7,071,360 6,968,280
Capital Outlay 398,348 3,524,500 3,626,000
Cost Allocation - - - o
Debt Service 400,638 403,770 804,580 W
Transfer Out 1,715,810 729,770 980,660 a
2
z
Total Cost $ 48,190,387 $ 33,677,300 $ 36,130,770 0
s
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Staffing Summary (Budgeted) z
LL
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Full Time 114.0 112.0 113.0 LL
Part Time 3.2 4.1 3.2
0
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Total Staffing 117.2 116.1 116.2
I kcal fear 2(114'l5 f rcliminar\ liuc12ct - Page 103 iL•!if
Fire District E
Performance Statistics
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Fire District Incident Summary 2013 E
E
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Y
F`-
• 2,254 incidents for fire, emergency medical/rescue, hazardous materials, and public ser-
vice; 4%increase;
ci
• 1,302 fire incidents; 13.5% increase; 1
• 10,171 emergency medical/rescue incidents; 3% increase;
• 97 hazardous materials incidents; 3% increase; v
• 684 public service incidents including water salvages, lockouts, police matters and other N
non-emergencies; 5% increase;
• 1,331 incidents where no action was required; 6% increase.
N
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Prevention Bureau ' 2012=2,421 m
c
Activities •2013=2,581 _ ' _ a
.1 To.
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1,500 1,086 987 1,044 -' .
1,027
1.000 _ >r'.
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307 375 O
500 1 .
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100 76 i ,y --"No ;:
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High Hazard High Hazard FaN Weed Weed a++', 1:1106.'"'s
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Occupancy Fire Permits Abatement Abatements �Il c
Inspection Issued Notices by - -�=Contractors V
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Public Education Highlights 2013 Employee Development Highlights 2013 2
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• 92 public education activities and station • 35,816 total training hours (including o
tours held in 2013; classroom); 17% increase; Z
• 14,668 citizen contacts made through • 133 multi-company training exercises; 4% z
public education activities; decrease; rw
• Hosted the 3rd Annual Junior Firefighter • 3.2 average training hours per shift per 6-
Camp for 24 youths ages 11 — 15. employee; 7% increase. o
• 1,104 people trained in Hands Only CPR;
ep..,....
I i,,.Ll lc,i, 2(14 15 Prcliminan Bud. 1 Pl. . 304 L• •;:
Fire District
Services to the Community
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i\immin Emergency Emergency Community Risk Community Administration ,
Response Management Reduction Affairs
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Structural and
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Wildland Fire Mitigation Prevention Public Information - Personnel
Suppression Inspections Management and
Preparedness Volunteer Development
Emergency Medical Weed Coordination • 3
Services v
(Paramedics) Response Abatement/Brush Planning/Finance o
Clearance Special Events
Technical Rescue and Recovery Fire Shop
Haz Mat Response Public Education Community g
Community and Outreach Facility
Response Planning Business New Construction Maintenance i
Emergency Plan Review
_ Response Training >
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Fiscal Year 2))14 15 Pieliminar\ Bill e1 I'a.c 21)5 L.•�;;J
Administrative Services
Department Budget Summary
Overview of Department
Administrative Services is unique in comparison to
ESRI User Conference 2010 E
other City departments in that its mission is to $jR'cke AcnfeypTeM fO GIS
support the functions of the City's line
1111 .
departments. While line departments typically * & '#
provide service primarily to the public, the +�
Administrative Services Department, while ' t` '
providing some direct public services, primarily ) I -°.A
provides extensive services and support to internal
staff of the various City departments. ; `'., ,,. N
•
The Department's major service divisions are:
Administration, Geographic Information Systems
(GIS) and Special Districts Administration, Information Services (IS), and Purchasing. The
Deputy City Manager—Administrative Services also has oversight responsibility for the Finance
and Human Resources Departments which are discussed in further detail in their respective L
sections.
FY 2014/15 Budget Highlights
• Lead the Community Development departments in developing electronic document
submittal and review services for the Accelerate land management software.
• Incorporate various enhancements to the City website, including a customizable mapping
module, custom reports, streamlined top-level navigation, and Google Analytics to
highlight popularly viewed content for the community. o
• Continue to develop Rancho Cucamonga Enterprise GIS (REGIS) Connect Program to
provide services to our city and agency partners that are in need of our expertise and
generate revenue to offset GIS division costs.
• Continue GIS support of all City operations and particularly monitor the City's Special
Districts, including several dozen landscape maintenance, lighting, and community o
facilities districts.
• Continue development of a long-term financial plan for the fiscal sustainability of the o
City's various special districts.
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I 1 car 2014 15 I'rcliminar■ Budget I'al.N 206 L. •;;
Administrative Services
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 .E
E
0
Y
Operating Budget
T.
Personnel Services $ 3,164,784 $ 3,693,310 $ 3,461,630
Operations and Maintenance 4,516,616 4,654,040 5,312,980 1
Capital Outlay 18,897 21,610 21,610 1
Cost Allocation (2,041,280) (2,805,500) (2,878,940) e
Debt Service - - - N
Transfer Out 3,963,694 2,160,710 2,841,510
Subtotal 9,622,711 7,724,170 8,758,790
v
Other Funds
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Personnel Services 1,900,651 917,420 897,960
co
Operations and Maintenance 6,998,200 5,463,650 5,610,000
a
Capital Outlay 4,769,808 4,514,700 2,688,390 i)
Cost Allocation - - -
N
Debt Service 1,364 551,780 553,520 0.
Transfer Out 832,965 - 50,000 'I
0
0
Subtotal 14,502,988 11,447,550 9,799,870
v
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a,
All Funds LL
Personnel Services 5,065,435 4,610,730 4,359,590
Operations and Maintenance 11,514,816 10,117,690 10,922,980
Capital Outlay 4,788,705 4,536,310 2,710,000 ,
Cost Allocation (2,041,280) (2,805,500) (2,878,940) g'
Debt Service 1,364 551,780 553,520 W
Transfer Out 4,796,659 2,160,710 2,891,510
Z
0
Total Cost $ 24,125,699 $ 19,171,720 $ 18,558,660
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Staffing Summary (Budgeted) Z
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Full Time 30.0 33.0 30.0 1-
6
Part Time 4.4 1.2 1.8
0
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Total Staffing 34.4 34.2 31.8
I meal fear 201.1 1 Prcliminar■ Budget Page 207 L. •;:
Administrative Services
Performance Statistics
0
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Purchasing Division Highlights 2013 E
E
0
V
H
• 488 Requisitions logged; 26.1% increase;
• 452 Purchase Orders issued; 3.8%decrease; z.
• 64 requests processed for quotes, bids,proposals and qualifications; 25%decrease; I
• $77,218 revenue received from on-line surplus auction; 6.7%decrease;
• 69%of city-wide spending on green products.
0
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13
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Information Technology GIS/Special Districts Highlights 2013 3
Maintained by the IS Division 1
• $29,021,738 received in Special Districts
• Desktop &Notebook Computers tax revenue; 1% decrease
• Central Computer Servers • 135,085 parcels submitted to the tax rolls
• Printers for 37 special assessment districts with §
• Enterprise Applications 100% accuracy;
0.
• Office Productivity Programs • 1,324 CFD delinquency letters sent; 24%
• Multi-Function Photocopiers decrease
• Wired& Wireless Networks • 28,754 newsletters sent; 4.8% decrease o
0
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IS Completed Work Orders IS Completed Work Orders by Type
700 V
300 27: 100 Z'
247 NO 582 0
250 213 :37 6
irk 1210 I m I
193 2e7 193 d
258 500 0
20C — 167 ,r 375 u
150
139 I 23!11_ It b10 400 308 346 F
- ,n
lx IN 300 a
100 - 7s -
- 200 110 I 0
63 c7i
S 100 18
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0 0 o
Jan Feb Mar Apr May Jun tut Aug Sep Oct Nov De Mard,:are Software&Fle Account Web Services Z
Management Management Q
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1 meal Year 2'U]4 15 I'rL'Iimiliar\ I;ud et I'a_c 2118 L.• •:•J
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Services to the Community fa
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Information a.
Administration Systems (GIS) _ Information Purchasing
and Special Services (IS)
•
Districts
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Administration
I
/ • Administration / Procurement of
c.
Oversight GIS Mapping Goods and Services °=
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Responsibility Systems Support a
for Administer 38 Contract Admin. LL
Finance and Special Districts in il Enterprise
Human Resources the City Applications Bid Management '7,
Departments
REGIS Network Services Disposal of Z'
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• City assets(surplus) >
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Fiscal Year 2014'15 Prcliminar\ Itud- t Pa4,,,, "09 L.•10
„ ••
Finance
Department Budget Summary
E
Overview of Department
O
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F.
The overall mission of the Finance Department is to provide E
excellent service to both our internal and external customers ' E•
with the highest degree of reliability and timeliness, while �, . p``•'.;
maintaining appropriate financial control of City resources. `r• ,ji1 _, r` _
The Finance Department is responsible for managing the •.; ; -, 1
financial operations of the City of Rancho Cucamonga and the • . .,-t 1
Rancho Cucamonga Fire Protection District in accordance with �` Y
generally accepted accounting principles, as well as applicable F o
laws, regulations and City policies. The Department consists of four divisions to accomplish its
N
mission:
R
• Accounting: The Accounting Division is comprised of the following sections: Accounts
Payable, Accounts Receivable, Cashiering, Fixed Assets, General Ledger, and Payroll. 3
• Budgeting and Financial Reporting: The Budgeting and Financial Reporting Section is '
responsible for coordinating the City's annual budget and preparing the comprehensive
annual financial report (CAFR).
• Business Licensing: The Business Licensing Section is responsible for the issuance and i.
annual renewal of Business Licenses to all persons transacting and carrying on business
within the City. This section also ensures compliance with the City's Transient Occupancy
Tax (TOT) and Admissions Tax Ordinances which requires monthly reporting and
remittances by the City's various hotels and businesses.
• Treasury Management: The Treasury Management Section works with the City o
Treasurer and the Deputy City Treasurer, and is responsible for daily cash management t
v
and investment of funds for the City of Rancho Cucamonga and the Rancho Cucamonga
Fire Protection District. The Section is also responsible for the daily transferring and LL
settling of depository funds, investing excess funds, and reporting investments in
accordance with all applicable State and Federal laws and the City's Investment Policy.
0
FY 2014/15 Budget Highlights
a
• Submit the City's Comprehensive Annual Financial Report (CAFR) to the Government 0
Finance Officers Association (GFOA) and anticipate receiving its Certificate of
Achievement for Excellence in Financial Reporting for the 27th consecutive year. 2
Z
0
• Submit the City's budget document to the Government Finance Officers Association
(GFOA)and anticipate receiving its Distinguished Budget Presentation Award for the third a
consecutive year.
Z
Z
• Work in conjunction with other City departments to facilitate more uses of online and
mobile payment options for various fees and permits. o
• Work in conjunction with the Information Services and Human Resources Divisions to 0
upgrade the City's finance and human resources software.
I kLal "\ CAI 2(II-{ Is Piclimin:n' 1W,I_:Ct 1'aic ' 1()
Finance
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 E
E
0
Operating Budget
To
Personnel Services $ 1,652,003 $ 1,718,800 $ 1,884,420
o
Operations and Maintenance 56,224 61,890 61,860 1
Capital Outlay - - -
Cost Allocation (291,780) (436,160) (472,560)
Debt Service - - - N
Transfer Out - - -
T
Subtotal 1,416,447 1,344,530 1,473,720
Other Funds 3
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - - i
Cost Allocation - - -
Debt Service - - -
Transfer Out - - - u
0
oc
0
Subtotal - - -
0
N
All Funds LL
C
Personnel Services 1,652,003 1,718,800 1,884,420
Operations and Maintenance 56,224 61,890 61,860
Capital Outlay - - - `
Cost Allocation (291,780) (436,160) (472,560) o
Debt Service - - - ce
W
Transfer Out - - - a
z
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Total Cost $ 1,416,447 $ 1,344,530 $ 1,473,720
0
V W
Staffing Summary (Budgeted) Z
LL
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Full Time 18.0 18.0 19.0 I-
LO
Part Time 0.7 0.8 0.8
0
0
Total Staffing 18.7 18.8 19.8
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I i,ca1 Year 2(114 15 I'reliminar\ BuLIllet ('age I 1 IL. •;;J
Finance
Performance Statistics
OJ
Finance Highlights 2013
O
• $2,305,448 received in Business License revenue; 12.4% increase;
• $2,259,364 received in Transient Occupancy Tax revenue; 18.2% increase;
• $70,362 received in Admissions Tax revenue (new revenue source effective April 2012);
• 178,878 cash receipts processed; 7.5% decrease.
/ N
eY
Business License Data* 2012 2013
7,000 6,131
6,000 5,336
5,000
4,000
3,000
2,000 1,289
1,155
41111111F '
517 422
1,000 Amy •
0
New Business Business
Businesses License Closures
Renewals
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Data excludes vendors and contractors located outside of Rancho Cucamonga.
a.
Bank Owned Properties by Zip Code Tax Delinquency Letters
3s �• 683
700
30
25 600 I 487 527 O
25 22 21
21 518) >_
20 la 16 aao i 65 341 °
1
9
14
15 /9 11° 300
30
6 6 200 : i'^ ,T, 156 132 w_
100 ` i • 25 r
0 S
91701 91730 91737 91739 T
1st Letters 2nd Letters Paid a0
Bank Owned 8714/2012 Bark(tuned 12/51/2012 Bank Owned 2/6/2013 (..1
Sank Owned 3/6/2013 •Ban k ad Oan 12/31113 Dec-11 Apr-12 Dec-12 ■Apr-13
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I kc it Year `21)1 1 1 I'rcIiminar� I;u�l_�t I'�1LC 212 L. •.-••
Finance
E
Services to the Community
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Finance
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Budgeting and
Accounting Financial Business Treasury
Reporting Licensing Management
N
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Accounts Payable Coordinate City's • Issuance and Daily Cash
•
Accounts Receivable Annual Budget renewal of Business Management
•
Cashiering • Licenses 8
Fixed Assets Prepare Investment of Funds u
General Ledger Comprehensive Ensures compliance a
Payroll Annual Financial with City's TOT and Investment •
•
Report (CAFR) Admissions Tax Reporting
Ordinances
0
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Fiscal 1 r:u 2014 1 I'a
I>r�liininar l�u�l,�t ��c , 1 L�•�.��.
. s.
Human Resources
Department Budget Summary
Overview of Department g`
The Human Resources Department manages the City's personnel - •
and risk management functions. The Department provides the o
leadership, direction and support required to attract, retain and .
develop quality employees for the City of Rancho Cucamonga �► =
•and the Rancho Cucamonga Fire Protection District.
The Personnel Services Division of the Department is
responsible for the following elements of the Human Resources r.'y
program: -
-
tu
• Employee Relations
• Recruitment
a
• Classification and Compensation
• Benefits
• Organizational Development
Risk Management personnel consult with City departments to help minimize the number and
severity of losses to both property and personnel. They help identify areas of potential risk,provide
training to help minimize losses, provide post-loss follow up to help avoid future losses, provide
insurance or contractual risk transfer and provide risk financing to minimize the impact of losses
that do occur. The areas of responsibility for the Risk Management Division of the Department
include:
0
• Liability o
• Worker's Compensation
• Safety/Loss Control
• Employee Wellness
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FY 2014/15 Budget Highlights
• Integrate Injury and Illness Prevention Program Training into the onboarding process.
V
• Oversee reporting and compliance with the Affordable Care Act.
• Complete FLSA audit initiated in prior fiscal year.
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W
• Coordinate review of the City and Fire District's insurance coverages and insurance Q
pools/providers. LL
• Work to improve the efficiency and effectiveness of HR practices and procedures in order
to provide better service to internal and external customers. o
l i'cell ' La 1)1-1 1 1'rcliniiiiai 1iuJ12Lt Page 214 L.• .*J ''`
Human Resources
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 g
E
0
V
Operating Budget
Personnel Services $ 579,274 $ 632,480 $ 733,780
Operations and Maintenance 168,229 152,720 203,610
Capital Outlay - - - R
Cost Allocation (145,590) (230,450) (268,660)
0
Debt Service - - -
Transfer Out - - -
>.
Subtotal 601,913 554,750 668,730
Other Funds '
m
Personnel Services - - -
co
Operations and Maintenance - - -
Capital Outlay - - -
To
Cost Allocation - - - au
in
Debt Service - - -
Transfer Out - - - o
0
Subtotal - - -
0
0.
E
it
All Funds
c
Personnel Services 579,274 632,480 733,780
Operations and Maintenance 168,229 152,720 203,610
Capital Outlay - - -
Cost Allocation (145,590) (230,450) (268,660) 8
c0
Debt Service - - -
Transfer Out - - -
z
0
Total Cost $ 601,913 $ 554,750 $ 668,730 'o
W
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Staffing Summary (Budgeted) Z
LL
W
Full Time 5.0 5.0 6.0 LL
Part Time - - -
0
v
Total Staffing 5.0 5.0 6
. . .-
_41101111.111111.111111111111.111 -
Fiscal "'car 2(114'15 Prcliniinar% Budget Page 215 1.:;;J
Human Resources E
Performance Statistics
0
Human Resources Highlights 2013
• 29 full-time position recruitments; 6.5%decrease;
• 35 part-time position recruitments; 29.6%increase; Ta
• 7,507 online applications screened; 11%decrease;
• 1,811 paper applications screened; 30% increase.
0
10
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Risk Management Statistics
a
Workers Compensation Claims 2012 2013 General Liability Claims 2012 2013
20
19 19 40 37
18 35
16 14 15
30
14 LL
12 25
19 m
10 20
8 6 15 12 11
4 3 4 10 7 5 ,8 8
2 1 1 1 0 1 5 2 1 13 r
Animal Bldg/Code C50 Adman Public Sire
!� Traffic City Potholes Top Trees Mlsc. K
Services Services Works Accidents Contractors
2
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Fiscal Year 201-1'`15 I'rcliii inarr I'a!r 'Ih L;;;•�
Human Resources
Services to the Community
O
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Human
Resources
0
0
Personnel Risk
Services Management
ea
Employee Classification Safety/Loss
Relations Recruitment and Liability Control
Compensation
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Employee
Benefits Workers'
Wellness
Compensation
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Development
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Fiscal Year 21114 15 I'reli i inar\ iiuk.l_4ct Pa_sc 2 I7 •••
Animal Care and Services
Department Budget Summary
Overview of Department
With a mission of building a community in which every
adoptable pet fmds a home,the Animal Center's focus has been E ;. : f 6110•
on strengthening the overall operations of the Department and `" ,� "'
expanding community partnerships to build a solid foundation ,
for future P
rowth of programs and services that will better '
g
M•
serve the animals and people in our community. -
:
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The Department oversees the following program areas:
Animal Care: General animal care and adoption related services; and cleaning/maintenance
services.
Community and Information Programs: Volunteer programs; adoption promotions; foster care;
community outreach;public spay/neuter voucher program;and community information/education
products to advance the Center's goal of building a community in which every adoptable pet finds
a home.
Field Services: Field operations (animal pickup, investigations, canvassing); enforcement of
animal regulations; animal licensing; and community education.
Veterinarian Services: Medical supplies, medication, and other supplies for use by in-house
veterinarian in new surgical facility; microchip services; and contract for outside veterinary
services for specialty area and after hours care. a
FY 2014/15 Budget Highlights
0
• Expand offsite dog licensing and vaccination clinics to improve the license canvassing LL
program to increase licensing compliance,generate educational opportunities,and increase
T.
community interaction.
• Revise the spay and neuter voucher program to include low to no cost spay and neuter
programs for animals belonging to residents with hardships. This program is made possible Y
due to expanded fundraising efforts.
• Continue working to create an Animal Center Foundation and Endowment Fund for
dedicated fundraising efforts. 2
z
0
• With the mission and goal of building a community in which every adoptable pet fords a
home, the focus for this next fiscal year will be on animal care, strengthening overall
operations of the Department, and expanding community partnerships to build a solid
foundation for future growth of programs and services as discussed in the Animal Care and W
Services Department Strategic Services Plan that was approved in September 2013.
LL
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I i.eal Year 2C)I4 15 1' I e
Animal Care and Services
1 Department Budget Summary
E
Adopted Preliminary t.
1 Actuals Budget Budget
P
Funds Summary 2012/13 2013/14 2014/15 E
E
0
Operating Budget __
Personnel Services $ 1,995,724 $ 2,244,870 $ 2,317,620 z.
o
Operations and Maintenance 523,107 491,360 491,500 1
Capital Outlay 13,927 - -
Cost Allocation - - - a N
0
Debt Service - - - N
Transfer Out - - -
C
7
T
Subtotal 2,532,758 2,736,230 2,809,120
i
a
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Other Funds 3
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - - g
To
Cost Allocation - - -
Debt Service - - -
Transfer Out - - - -
0
c
0
Subtotal - - - .�
v
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All Funds LL
-0
c
m
Personnel Services 1,995,724 2,244,870 2,317,620
Operations and Maintenance 523,107 491,360 491,500 a
Capital Outlay 13,927 - -
Cost Allocation - - - o
Debt Service - - - W
Transfer Out - - - a
m
z
0
Total Cost $ 2,532,758 $ 2,736,230 $ 2,809,120
s
W
Staffing Summary (Budgeted) Z
LL
W
Full Time 21.0 23.0 21.0 LL
Part Time 8.3 6.5 9.2
0
V
Total Staffing 29.3 29.5 30.2
I I c tI 1'car 2014 15 Prcliminar■ ltudi2et Palle 219) L••'
• ••
I
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Animal Care and Services E
Performance Statistics
0
v
N
41
Animal Center Highlights 2013
E
E
0
• Volunteers donated 9,984 hours of service;
• Volunteer fundraising committee raised more than $25,000;
• Foster parents donated an additional 80,000 hours to raise more than 800 puppies and kit- z•
tens; `
• 46 Chihuahuas flown to the east coast and adopted from shelter partners;
• The Animal Center was featured on Good Day LA with Cesar Millan;
• 176 dogs and cats were spayed and neutered for free through targeted efforts using funds 8
raised by the Animal Center;
• 195 small animals adopted, rescued or sent to wildlife rehabilitation facilities.
- I
2012= N
Animal Intake (Dogs& Cats) •2013 5,3506 Field Calls 3
3 956
5,000 4,018 3,972 4,000 3,466 -�
4,000 3,500 L°
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3,000 m 3 000
• 2,5
•
2,000 2,000 2
841 m
678 1,500 ill__--_.' --
,ppp an
295 191154 '" 129 41 79 67 t
1,000
0 !TN `_ d+ Jan-June 2012 Jan-June 2013
Stray, Owner Adoptbn Returned Born at Owner c
Abandoned, Surrender Returns from Foster Center or Requested
Confiscated Care Transfer Euthanasia •I I ' a
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Animal Outcome(Dogs&Cats) 2012=5,324 -• Nt pl v
•2013=5,179 t,
2,500 2,327 2,367 ■..'V-- • ' m
c
2,000 == # t°
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1,500 �n r— 6 ` u
1,000 662 837 722 575 706 647 tt 1"'' ~ ~ V p
500 242 223 1s 471 Auer F-
79 66 w
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Adoptions Trap Transfer to Pieced in Placed Reunited Euthanixed Euthanind Animal Center Activities :2012 112013 2
Neuter Correct Foster with with (Behavior/ (Owner Z
O Ileum Center ResOwner Care Rescue Own Medical) Requested
Ileum
12,734 >
14,000 O
iir- , t j. 1 12.000 10,014 Z
• - i^ ^1....111°11 10.000 7,524 7,721
f ^ 8.000 LL
w•e 4�` t r,� 6.000
4,000 LL
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• 2.000 a
. ---- ! ' Field Calls Animal licenses Sold
1
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Fiscal 1•cur 21)14 15 frcliminar\ fiud,„2.ct I'cl_llc 221) L••-••.'J
• -
Animal Care and Services
Services to the Community e
es
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Care and
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N
Community Veterinarians Animal Care Field Services
Administrative -0 programs and
Services - on
and Adoptions
Information -
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Outreach Officers
Ad Adoptions v
Nrs Dispatcher -0
Volunteers
Animal Health R Foster Care and Wellness Animal Licensing • v
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Community Services
Department Budget Summary
Overview of Department
Community Services provides a wide variety of programs, services and facilities to the residents
of Rancho Cucamonga to enhance the quality of life for individuals of all ages. Department
activities are coordinated through seven Divisions: Administration,
. — Youth and Adult Sports, Youth and Family Programs, Special Events,
"7-!. _ S
'1? Cultural Arts/Playhouse Operations, and Seniors and Human Services.
4
' '• Each year, thousands of community members benefit from participating
in activities conducted by the Department in programs such as:
Playschool, youth activities, Teen Center programs, recreational classes
for all ages, excursions, sports programs and senior citizen services. Our parks are heavily used
for organized youth and adult sports,picnics and general recreational purposes. Special events are
held each year including the July 4th Spectacular, Movies in the Park, Concerts in the Park and the
Founders Community Parade. At the Epicenter and Adult Sports Complex,
the Department coordinates the lease agreement with the RC Quakes, a
Class A baseball team, and coordinates rentals and filming. The _
Department also assists dozens of community organizations in their
mission with facility usage and partnership efforts.
The Department is proud to offer unique opportunities for the community to experience and enjoy
professional Theatre, Young Audience productions, cultural programs and family entertainment, To
along with exciting guest artist performances at the Lewis Family Playhouse at the Victoria
Gardens Cultural Center.
a
Community Services oversees Park Development activities including the planning, design,
construction and renovation of parks and facilities, and serve as advocates for open space. The
Department oversees the operation of the City's Park and Recreation Commission and the Rancho
T.
Cucamonga Community and Arts Foundation.
u
FY 2014/15 Budget Highlights
r.
• Work in conjunction with Police and Fire Departments to implement a pilot Park Ranger
program to enhance public safety in our most heavily used parks, as well as along the o
Pacific-Electric Trail and the Cucamonga Canyon area. W
• Pursue a replacement for the current CLASS Registration Program through a team effort 2
with the Information Services Division.
7,
• Oversee additional enhancements to the new outdoor Pavilion at Central Park.
• Increased emphasis on Fund Development to augment General Fund support including
forging new partnerships with businesses and corporations.
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kt.,il l cal 21114 1 -S I'IL•1 111i11,11\ I11ftLLl 22
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Community Services
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget iii
Funds Summary 2012/13 2013/14 2014/15 E
E
0
Y
Operating Budget
To
Personnel Services $ 3,325,727 $ 3,703,060 $ 4,007,310
Operations and Maintenance 628,208 802,290 735,730
Capital Outlay - 60,000 83,000
Cost Allocation - - - o
Debt Service - - - V
Transfer Out - - -
C
.
Subtotal 3,953,935 4,565,350 4,826,040 V
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Other Funds 3
Personnel Services 2,520,729 2,951,420 2,909,610
Operations and Maintenance 1,983,979 2,357,870 2,166,360
Capital Outlay 481,993 50,000 446,250 i'
Cost Allocation - - - '
6.
Debt Service - - - "'
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Transfer Out 632,000 - -
0
c
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Subtotal 5,618,701 5,359,290 5,522,220 e
0
0.
All Funds it
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10
Personnel Services 5,846,456 6,654,480 6,916,920 0
Operations and Maintenance 2,612,187 3,160,160 2,902,090
Capital Outlay 481,993 110,000 529,250
Cost Allocation - - - 0
Debt Service - - -
Transfer Out 632,000 - -
m
Z
0
Total Cost $ 9,572,636 $ 9,924,640 $ 10,348,260 ">
0
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Staffing Summary (Budgeted) Z
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Full Time 43.0 43.0 45.0 0
Part Time 160.0 190.5 192.6 0
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Total Staffing 203.0 233.5 237.6
l'kcal Year 201-1'15 Preliminary I3ud�gct - Page 22; L,'•:;•J
Community Services E
Performance Statistics
ti
2013 Registration Highlights* :"
E
• Over 39,000 registrations processed annually; o
• Rancho Cucamonga residents comprise 86% of total registrations;
• CSD actively promotes online registration, which is on the rise and includes 35% of all To
registrations; a
• Contract Classes introduced new Music Programs; V
• Contact Classes account for 7% of programs. N
*Registration numbers exclude the Lewis Family Playhouse and Special Events, which are tracked separately st
0
N
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41
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7
CSD Program Registrations oJenJUire 2012=2s,a3o
•JenJune 2013-23 241 11"'
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25.000 22,oeo 4,
20,232 7t
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20,000 17,440
1114.991 y
16,000 m
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5 000 3.240 3.009 '
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Registration Registrations Registrations Registrations
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2013 Program Highlights o
• Over 46,000 people attended Community Services Department special events in 2013;
• Attendance at the Summer Movies and Concerts in the Park Programs increased by more
N
than 15%; it
• The annual Founders Day Community Parade had a new route and was better than ever. .
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2013 Playhouse Highlights
Lewis Family Playhouse OSeeson 6(2011/12)=18,550 d
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• 144 performances during the 2012/13 Ticket Sales 'Season 7(2012/13).58,438 Ix
I--
season; 4.3% increase; 50000 OM a
• Gift certificate sales for the 2012/13 sea- 45,000 �' z
son totaled$2,940; 5.4% increase; 40,000 °°
• Electronic media and print media are the 30,00 22170 26,360 0
most effective ways of turning contact 25,000 Q
with a patron into a ticket sale; 20,000 10,276 LL
15,000 6,012 6,662
• The number of Facebook fans for the 10,000 6,450 w
Lewis Family Playhouse has increased 5000 0
by 25% from 1,179 in 2012 to 1,473 in Resident Non-Resident Tickets Sod Tickets Sold p
2013. Ticket Sales Ticket Sales On-Line Walk-In/Mali U
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I i.L..al l c,u 2014 15 I'rclin)in.n-\ Itu�li�ct I'aL2c 224 L�*:•J
Community Services e
Services to the Community
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Economic and Community Development
Department Budget Summary
E
Overview of Department
N
d
The Department encompasses all Economic and Community Development activities including
Building and Safety and Code Enforcement, Engineering, Planning, and Public Works
Departments. The Department coordinates the activities, work products, and processes of these
areas with the City Manager's Office and other City Departments. In addition, the Department
coordinates implementation of the City's Economic and Community Development goals and
objectives and capital projects planning programs.
FY 2014/15 Budget Highlights
• Deliver services of Building and Safety, Engineering, Planning, and Public Works under a
common philosophy of innovation and excellent customer service.
• Support the City Manager's Office in monitoring and ensuring efficient and timely
implementation of the City Council's goals and key Capital Projects.
• Provide effective coordination and monitoring of all Economic and Community
Development programs and budgets that cross-over department lines. This will include
the implementation of milestones and tracking timelines for accomplishment of the
Department's established annual goals and objectives.
• Focus on implementation of"Accelerate", the Accela Automation project integrating the
development services of the City.
a
• Implement the Economic Development Strategic Plan to lay the foundation for the City's `s
economic development efforts over the next 5 to 10 years.
• Continue the reestablishment of the Business Visitation Program as part of the City's LL
business retention efforts. This includes staff members from various City departments
contacting businesses that are the top sales tax generators, top employers, Fortune 500
companies, and long-tenured companies.
• Continue to provide support to the business community through the City's Economic o
Development liaison and partnering with programs such as the annual job fair and the
Inland Empire Small Business Development Center(IESBDC). a
2
• Implement and track the new website "Bring Your Business 2 Rancho Cucamonga"
(BYB2RC).
• Continue to work with ESRI to assist in the development of site selection tools for Z
economic development.
F-
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1 k aI '(1I4 1 •••
Economic and Community Development
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15 3
E
0
Y
Operating Budget i=
7.
Personnel Services $ 143,029 $ 195,310 $ 293,520
Operations and Maintenance - 262,380 228,800 1
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - - N
Transfer Out - - -
Subtotal 143,029 457,690 522,320
cu-
Other Funds 3
iT
Personnel Services 33,062 - -
c.
Operations and Maintenance 124,998 86,130 52,340 c
Capital Outlay - - - i
Cost Allocation - - -
Debt Service - - -
e_
Transfer Out - 208,250 135,070
0
g
0
Subtotal 158,060 294,380 187,410
0
All Funds LL
Personnel Services 176,091 195,310 293,520
0
Operations and Maintenance 124,998 348,510 281,140 a
Capital Outlay - - -
Cost Allocation - - - o
Debt Service - - - W
Transfer Out - 208,250 135,070
z
0
Total Cost $ 301,089 $ 752,070 $ 709,730
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Staffing Summary (Budgeted) Z
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Full Time 1.0 1.0 2.0 LL
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Part Time - - -
0
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Total Staffing 1.0 1.0 2.0
I kc,il \ C.t1 `H I4 1 ' I'rcIinnin:u\ I3 u,I.,,.1 I';1I2c „- •• 1••
Economic and Community Development
Performance Statistics
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Please see Performance Statistics for
Economic and Community Development
in each of the following department sections:
Building and Safety
Engineering Services
Planning
Public Works Services
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I kcal Year 2'014 15 I'rcIiniinar■ Bud,iet face 2` L,•;:�
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Economic and Community Development
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Services to the Community
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Economic and
Community
•
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Oversee services of: Assist in implementing Prepare and present to
Building and Safety 3 City Council's goals = City Council a long-term
Engineering = Economic Development co
Planning Oversight of key capital Strategy for the City
Public Works - projects
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fiscal Year 2014 15 Preliminar% I'a"c „q L,:�,�J
Building and Safety
Department Budget Summary
E
Overview of Department
The Building and Safety Division, in partnership with the community:
E
• Supports community improvements through plan checking,permit and inspection services
to meet construction codes, state mandated regulations and municipal
codes.
• Works with other City departments to apply regulations and if.
conditions to construction projects. , 'JLiJi(1
0-
0
N
• Enforces the City ordinances and municipal codes through the Code
Enforcement Unit.
"OW• Coordinates and assists other City departments in managing building
capital improvement projects. "` '" • r• 3
Building and Safety enforces a series of nationally recognized standards and construction codes
as well as mandates from state regulatory agencies, in matters pertinent to grading, drainage, and
water quality. In addition,Building and Safety enforces compliance to codes as it relates to energy,
physically handicapped persons, places of assembly, and housing. Field inspections and follow-
up are performed by field inspectors. Plan checking is accomplished by in-house plan check staff �•
and through the use of contract engineers, in order to meet the goal of quality service to the
development community.
_
a
The Fire New Construction Unit provides plan checking and inspection for California Fire Code
compliance. This unit, along with the Building Inspection Unit, performs all fire, life,and safety
inspection activities.
LL
The Code Enforcement Unit is responsible for the enforcement of the City's zoning, sign,public
nuisance, noise, and various City codes. This unit also directs the Code Enforcement Volunteer o
Program.
FY 2014/15 Budget Highlights o
0
• Implement the use of the new permit software—Accela Automation.
2
• Comply with the state mandated mobile home park safety inspections. o
• Provide and coordinate the activities of three neighborhood clean-ups. o
• Work with businesses to ensure compliance with sign and shopping cart ordinances.
LL
• Consolidate and provide shared services among the department's key work units.
LL
• Collaborate with other City departments on special citywide project.
0
••'••
1 i.L. ■l 1-cat r 2(11 '1 Prclimincu\ Pave 23() • •�;
Building and Safety
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget al
Funds Summary 2012/13 2013/14 2014/15 0
E
0
Y
Operating Budget
To
Personnel Services $ 2,526,964 $ 2,463,190 $ 2,319,000
o
Operations and Maintenance 173,368 188,640 214,700 1
Capital Outlay - - -
Cost Allocation - - - v-
Debt Service - - - °
Transfer Out - - -
0
Subtotal 2,700,332 2,651,830 2,533,700
Other Funds
o ow
Personnel Services - - -
iv
Operations and Maintenance 4,454 40,720 41,390
a
Capital Outlay - - - iv
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
a
0
Subtotal 4,454 40,720 41,390
s
All Funds LL
-0
0
Personnel Services 2,526,964 2,463,190 2,319,000
Operations and Maintenance 177,822 229,360 256,090 o
Capital Outlay - - -
Cost Allocation - - - o
Debt Service - - -
o
W
Transfer Out - - - a
Z
0
Total Cost $ 2,704,786 $ 2,692,550 $ 2,575,090
s
W
V
Staffing Summary (Budgeted) z
LL
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Full Time 25.0 25.0 24.0 LL
0
Part Time 0.5 0.9 - a
0
V
Total Staffing 25.5 25.9 24.0
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Building and Safety E
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Performance Statistics
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Inspection Requests
E
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19,581 v
20,000 19,206 •—
1-
2012=$2,140,780
19,500 Building &Safety Revenue
19,000
e,2013=$2,402,607 Z,
18,500 u
51,331,092 1
18,000
$1,400,000 51,126,343" 51,071,515 i
17,500 $1,200,000 $1,014,437 u co
17,000
$1,000,000
2012 2013 o
$800,000 N
$600,000
Permits Issued $400000 c
$200,000 ;
Building and Safety
Services to the Community I
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and
Safety a
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Support Building/Fire Building Grading Code
Services Construction Inspections Services Enforcement
Plan Checks and Fire and Inspection and Volunteer
and Permit Construction Program
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i iFiscal Year 2014'15 Prclmnar ()due 233 s .;L' � t
Engineering Services
Department Budget Summary
L
Overview of Department
The Engineering Services Department strives to ensure the City of Rancho Cucamonga has the E
vital infrastructure in place to maintain its standing as the premiere community in the region. This o
involves managing the engineering design and construction of capital improvement projects, F
reviewing land development and construction activity as it relates to public infrastructure, T.'
maintaining the City's transportation system,and managing environmental programs in support of z-
this goal. In addition, the Department manages the effective and efficient operation of the City's
own subcompact electrical utility. N
_ - - There are six sections in the Engineering Services Department. The
-- ' . , Administration & Budget Section provides imperative management and N
" L. fiscal support to all six Engineering sections and is responsible for Capital
Improvement budgets. The Land Development Section is responsible for ;
i ;'::, . conditioning new development projects to install street improvements and 4. 1+ collection of development impact fees, plan checking street improvement
'' ■ ; plans & tract/parcel maps and the issuance of all permits within the public 3
right-of-ways. The Transportation Management Section oversees the design,construction, and ;,
management of the City's traffic and transportation systems and investigates and provides
cam
recommendations on matters related to pedestrian, bicycle, and vehicular safety around schools
and in the public right-of-way. The Capital Project Management Section designs and manages
the construction of City-funded long term and short term projects, as well as serves operational
and maintenance needs. The Environmental Programs Section is •
working collaboratively for an environmentally safe, healthy and F t
sustainable community today and for future generations. The Rancho_ . . - ... 4.11,0,, g a
Cucamonga Municipal Utility Section is a well-managed enterprise �'
that is dedicated to the operation and administration of the City's ,, ,, .. x� a
electrical distribution system, and project management of electric --
infrastructure capital projects. •... 1 LL
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FY 2014/15 Budget Highlights .c
• Update Engineering and Transportation Impact Fees and institute additional City user fees to u
meet the current needs of the City.
• Implement and manage Paid Parking Program at the Metrolink Station and Cucamonga o
Canyon. .
• Open a new"Reuse Shed" at the Household Hazardous Waste(HHW) facility. a
• Manage the Capital Improvement Program for FY 2014/15 totaling$10,646,280. o
• Begin the construction phase of the 1-15 at Base Line Road Interchange Project and assist
SANBAG with administration of the project's construction.
uw
• Construct traffic signal improvements at Carnelian Street and Banyan Street to complete the
signalized corridor on Carnelian Street from Wilson Avenue to the 210 Freeway.
W
• Incorporate the traffic signals along Foothill Boulevard and Base Line Road into the City's z
upgraded Traffic Management System. 2
a.
• Construct the Deer Creek Bike Trail from Highland to Base Line including the connection to 0
the Pacific Electric Trail.
I 1x;11 1 L.:ir ''()l.! I I'rLiin1in:ir, Iiu,1.2ct 1';HL .' ; I
Engineering Services
Department Budget Summary
E
Adopted Preliminary 3
Actuals Budget Budget Y
Funds Summary 2012/13 2013/14 2014/15 E
E
0
Y
Operating Budget
Personnel Services $ 1,388,050 $ 1,527,130 $ 1,609,450 L
u
Operations and Maintenance 273,172 402,380 418,580
Capital Outlay - - - -
Cost Allocation - - -
Debt Service - - - N
Transfer Out - - -
co
Subtotal 1,661,222 1,929,510 2,028,030
Other Funds
Q.
Personnel Services 4,721,169 5,264,550 4,976,750
Operations and Maintenance 7,392,782 14,317,450 12,889,530
Capital Outlay 11,808,368 13,183,440 9,853,610
T.
Cost Allocation - - -
Debt Service - - - t)
Transfer Out 1,086,278 1,036,820 1,507,850
0
0
Subtotal 25,008,597 33,802,260 29,227,740
0
a
E
All Funds LL
Personnel Services 6,109,219 6,791,680 6,586,200
O
Operations and Maintenance 7,665,954 14,719,830 13,308,110 `.
Capital Outlay 11,808,368 13,183,440 9,853,610 o.
Cost Allocation - - - o
o
Debt Service - - - W
Transfer Out 1,086,278 1,036,820 1,507,850
Z
0
Total Cost $ 26,669,819 $ 35,731,770 $ 31,255,770
0
V W
Staffing Summary (Budgeted) z
LL
W
_
Full Time 32.0 32.0 34.0 0
Part Time - 0.9 1.9
0.
0
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Total Staffing 32.0 32.9 35.9
- _._..
I:iscal Year ?(114 1 ' I'rcliiuinar\ Ittidict I'aiL• _'_;� 1[2. J
Engineering Services E
Performance Statistics
Capital Improvements Highlights y
g
The Capital Improvements section is responsible for the design, construction, and installation of o
various public infrastructure improvements throughout the City. Some key highlights are as
follows:
To
Z-
13
• 49 capital improvement projects identified in FY 2012/13 Capital Improvement Program '
(CIP);
• 17 capital improvement projects approved for construction in 2013 totaling$22.4 million in a
community investment; N
• Capital improvement projects created an estimated 370 new full and part-time jobs for the
region.
d N
Land Development
3
• 2,278 permits issued for work in the Public Right-of-Way; 15.6% increase;
• 19 customers assisted each day on average at the front counter.
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Permits Issued by Type 2012=1'971
•2013=2,278
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Engineering Services
Services to the Community
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Services
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Administration Land Transportation Capital Environmental Rancho 0
Development Management Project Programs Cucamonga m
Budget Management Municipal
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Clerical/Admin Permit Processing Traffic Signal Project Integrated Waste Billing/Payment a`
Coordination Administration I Processing al
Budget/Finance 1 Track/Parcel Maps Storm Water
Vehicle/Pedestrian CIP Budget Program
Personnel Storm Drain/ Safety Implementation Household Administration 7,
Street Hazardous Waste 'o
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1-,cal Year 2014'15 PrcIilllinar\ Budget Pao �.;? �••
Planning
Department Budget Summary
e
Overview of Department 0
The Planning Department functions as the professional and technical advisor to the Planning
Commission, Historic Preservation Commission and City Council on policy matters and issues
concerning the physical development of the community. To provide a comprehensive planning
program,the Department manages both current planning cases and long-term projects and special
projects. II in
The primary objectives of the Planning Department are: to
develop comprehensive plans for a first-class community; to ► -� �'
implement the plans through efficient and effective -
management of growth and review of all development — 1_
proposals; and to maintain a balanced, quality environment in c`
the community.
FY 2014/15 Budget Highlights 3
• Staff completed the 2013 Housing Element update that was certified by the California
Department of Housing and Community Development in March 2014 and will be in effect
until the year 2021.
• Continue to staff the public counter to assist residents, business owners and the
development community.
u
• Continue to administer the Historic Preservation program including landmark designations,
Mills Act contracts and Certificates of Appropriateness.
0
• Continue to implement the General Plan policies and goals.
LL
• Continue to implement Community Development Block Grant (CDBG) and Home
Improvement city-wide programs.
• Continue involvement in city-wide sustainability efforts for Rancho Cucamonga.
• Continue to ensure the quality of design and development within the City.
F-
W
• Review the City's long-term objectives for the entire 6,000 acre Sphere area and identify 2
development, mitigation, preservation and annexation potential.
a
• Continue to work with SANBAG on the San Bernardino County Reduction Plan on
Greenhouse Gas emissions.
LL
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K ••.
1 mull ' c,11 r 2014 15 I'rcliminal'\ lhklLei l'11121/4: 238 ••
Planning
Department Budget Summary
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Adopted Preliminary
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Actuals Budget Budget 2
Funds Summary 2012/13, 2013/14 2014/15
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Operating Budget 1-
Personnel Services $ 1,150,600 $ 1,319,870 $ 1,354,810 z-
Operations and Maintenance 365,902 553,190 719,320
Capital Outlay - - -
Cost Allocation - - -
0
Debt Service - - -
Transfer Out - - - cii
Subtotal 1,516,502 1,873,060 2,074,130
Other Funds
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Personnel Services 394,165 414,900 402,750
Operations and Maintenance 22,720 33,130 36,050
Capital Outlay 395,273 949,660 939,560 §
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Cost Allocation - - -
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Debt Service - - - P
Transfer Out - - - g
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Subtotal 812,158 1,397,690 1,378,360
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All Funds 'z
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Personnel Services 1,544,765 1,734,770 1,757,560 0
Operations and Maintenance 388,622 586,320 755,370
Capital Outlay 395,273 949,660 939,560 }
Cost Allocation - - - g
Debt Service - - -
Transfer Out - - -
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Total Cost $ 2,328,660 $ 3,270,750 $ 3,452,490
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Staffing Summary (Budgeted) z
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Full Time 16.0 16.0 15.0 0
Part Time - 0.5 0.8 0
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Total Staffing 16.0 16.5 15.8
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ikcal Year 2(14 15 I'rcliminar■ laud eet I'age 230
Planning E
Performance Statistics
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New Development Highlights 2013
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In December of 2013, the Planning Corn- _ -- .f 4;4., . N ' ..'1
mission approved a Tentative Parcel Map _ .i ' �;
and Development Review for Goodman ; �� . a
Birtcher to construct two warehouse build- `"-
ings totaling over 1.5 million square feet y i -�,. = ° #
on a property with a combined area of 3.2 z -
3
million square feet(74.7 acres) in the { ; d_ %
Heavy Industrial District. Goodman
Birtcher North America is part of the • mss+
Goodman Group, an international integrat-
ed property group that owns, develops and .. -
manages logistics, warehouse, distribution
and business space across continental Eu-
rope,North America and the Asia-Pacific
region. n
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Planning Counter Visits
697 684 H
700 I1iIiIIi1111 658 678 659 650 663
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2012 ■2013
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Approved Planning Applications ■2013=57 ■2013 Total=5718,180 ec ec
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35 30 100000 O
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Counter Design Historic Improvement :_ Lon Term
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Entitlements Information Review Development Preservation Programs and Project
CDBG Management
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Fiscal Year 2014 15 PrLlh in r\ 13udL!et Pauc 241 L••�.J•
Public Works Services
Department Budget Summary
Overview of Department
The Public Works Services Department's mission is to provide effective and
efficient stewardship of the City's public works infrastructure. The •
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Department is comprised of the following sections:
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• Facilities: Serving 14 facilities (1 million square feet)
• Parks and Landscape: Maintaining 29 parks, 125 street frontage miles ;
of landscape, 72,000 trees, paseos and trails
• Street/Fleet/Storm Drain: Care for 524 roadway miles and 4,171 catch
basins and 203 vehicles, 142 On and Off road equipment, traffic signals regulatory signs,
and graffiti removal
• Administration/Project Management: Manage departmental support services, contracts,
budget and capital maintenance projects as budgeted
You can find staff working all hours of the day,nights and weekends to keep Rancho Cucamonga
a beautiful and safe place to live and work.
FY 2014/15 Budget Highlights
• Continue to work with GIS Division to implement use of iPads in the field to collect real- TO
time tree and signal maintenance data to update the City's tree and traffic signal inventory N
and determine the appropriate maintenance schedule.
• Work to complete the Council Chamber technology infrastructure replacement necessary
to provide reliable support for public meetings.
• Utilize additional funding for tree trimming to improve tree trimming cycles; utilize
additional funding for concrete repair throughout the City to manage the City's risk.
• Continue efforts to reduce costs in LMD 1 and PD-85 due to funding shortfalls.
• Implement the new design for water conservation and landscape renovation for LMD 4.
• Continue commitment to greener fleet by replacing vehicles and equipment with alternative
fuel options. °
• Begin the replacement of the roof(phase 1) and patio (phase 2) at City Hall to meet the
new Title 24 Cool Roof requirements and seal all penetrations and joints to prevent water
intrusion.
• Continue monitoring water usage for city-wide landscaping and retrofitting locations with
reclaimed water where available from CVWD.
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• Continue work on other energy efficiency projects such as the Civic Center Landscape
Renovation and the Civic Center Parking and Exterior Lighting Replacement projects.
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I i•c.i1 l c.11 till-T I I'r�liinin.u� I�u,l_�� 1',11_c 242 !L '•�;•
Public Works Services
Department Budget Summary
E
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15
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Operating Budget
Personnel Services $ 4,143,651 $ 4,570,870 $ 4,670,930
0
Operations and Maintenance 4,802,554 5,841,060 5,978,540 Y
Capital Outlay - - -
0.
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Cost Allocation (505,940) (835,670) (813,450)
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Debt Service - - - "
Transfer Out - - -
Subtotal 8,440,265 9,576,260 9,836,020
Other Funds 3
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Personnel Services 4,330,293 4,270,630 4,282,760
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Operations and Maintenance 8,399,336 8,232,840 9,047,700
Capital Outlay 150,554 335,450 648,070 I
Cost Allocation - - -
0.
Debt Service - - -
Transfer Out - 100,000 50,000
0
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Subtotal 12,880,183 12,938,920 14,028,530
0
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All Funds LL
Personnel Services 8,473,944 8,841,500 8,953,690 0
Operations and Maintenance 13,201,890 14,073,900 15,026,240 `.
Capital Outlay 150,554 335,450 648,070
Cost Allocation (505,940) (835,670) (813,450) 0
Debt Service - - - w
Transfer Out - 100,000 50,000
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Total Cost $ 21,320,448 $ 22,515,180 $ 23,864,550
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Staffing Summary (Budgeted) Z
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Full Time 136.0 135.0 132.0 0
Part Time 35.5 35.3 32.3 0
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Total Staffing 171.5 170.3 164.3
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Public Works Services
Performance Statistics E
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2013 Highlights £
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• 765 requests for service through Rancho Responds; 24% increase;
• 5 days on average to complete service requests;
• 1,717 potholes repaired;
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• 41,152 sf. of asphalt removed/replaced (357 locations); 1
• 22,700 sf. of asphalt overlays (34 locations);
• 9,995 sf. of concrete sidewalk removed/replaced(77 locations);
• 876 linear ft. of concrete curb & gutter removed/replaced (29 locations); °
• 443 sf. of concrete drive approach removed/replaced (11 locations).
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Steets After-Hours Call Outs a 2012=323 ■2013=251 3
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60 I 49
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Traffic Traffic Traffic Debris Trees Potholes Misc. °
Accidents Signals Signs Removal r `5l''', 1 v
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In-House a 2012=2,755 a 2012=8,399
Contractor
■2013=3,234 ■2013=9,952 2
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3,000 2, 9,578 ti O
555 10,000 '' _- in
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Trees Trees Trees Trees Trees Trees I _ c.J
Prunned Removed Planted Pmmned Removed Planted - -
2014'1R - 111411.0—..414�:�
.hseal Ye it 1'rLlininan Rtld ci f i2L• 244 ••
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Public Works Services
Services to the Community I
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Public Works
Services
Facilities Parks & Landscape Street
Maintenance • Maintenance Maintenance
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City Buildings Fire Stations _ Urban _ Traffic Signals
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Forestry and Safety Lighting 3
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Park Facilities and Storm Drain
Amenities Maintenance
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Park Landscape City Fleet
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Concrete and °
Asphalt s
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I isral YL.ar 21114 15 l'rcliminan Ii1 Ll_2Ct I',i 24:5 L•'.:
Library Services
Department Budget Summary
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Overview of Department
The Rancho Cucamonga Public Library strives to inform and enrich our community by providing
access to traditional and technologically-innovative resources. The Department supports and
encourages education and the love of reading in a welcoming atmosphere with a
knowledgeable, service-oriented staff These efforts were recently recognized
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nationally when the Library was awarded the National Medal for Museum and
Library Services. The National Medal is the highest honor the nation can confer
on a museum or library.
Programs and services offered at the Archibald Library and Biane Library include:
• Children's services, including weekly and special event programs, performing arts and
children's theater events, Homework Center, and Reading Enrichment Center.
• Adult and children's information services.
• Adult and family literacy services.
• Teen services and programming in the Teen Scene locations.
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• Public-access computers and free weekly computer classes.
The Library also offers the following services to the Community:
• Outreach Services, featuring bookmobile service to children and delivery service to the a
homebound and infirmed elderly.
• Full service Virtual Library, accessible on-line,24/7,featuring eBooks,databases,online
homework tutoring, and local history.
• Administrative support for the Library Board of Trustees and Library Foundation.
FY 2014/15 Budget Highlights
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• Implement "Pop Up RC!" program which is envisioned as a mobile City Hall that can
provide a variety of City services ranging from business licenses to library story times to
animal microchipping to sidewalk CPR classes, depending on the venue.
• Facilitate Digital Literacy Evaluation project to provide technology access for children and
to gather information about technology devices for children done by an independent
evaluator.
2
• Continue to provide an outstanding level of service and programs through the City's"Three
Amazing Libraries" and meet the ever-growing demand for library services. o
• Continue to work on developing the second floor of the Biane Library into the Rancho
KIDS interactive learning center. W
• Continue to grow the Play and Learn IslandTM project through promotion to other
libraries.
I i��al Year ?014 1 PrcIIT1Hllar% Budget get :'46
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Library Services
Department Budget Summary
Adopted Preliminary
Actuals Budget Budget
Funds Summary 2012/13 2013/14 2014/15
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Operating Budget 1-
Personnel Services $ 2,762,348 $ 3,049,610 $ 3,095,840
Operations and Maintenance 751,555 1,079,080 1,115,680 1
Capital Outlay - - -
Cost Allocation - - -
Debt Service 1,692 9,500 10,500 N
Transfer Out 511,078 - -
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Subtotal 4,026,673 4,138,190 4,222,020
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Other Funds
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Personnel Services 24,691 18,790 27,730
Operations and Maintenance 136,757 58,850 79,060
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Capital Outlay - 250,000 220,000 `
Cost Allocation - - -
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Debt Service - - -
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Transfer Out - - -
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Subtotal 161,448 327,640 326,790 0
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All Funds LL
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Personnel Services 2,787,039 3,068,400 3,123,570 S
Operations and Maintenance 888,312 1,137,930 1,194,740 a
Capital Outlay - 250,000 220,000
Cost Allocation - - - o
Debt Service 1,692 9,500 10,500 w
Transfer Out 511,078 - - 5
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Total Cost $ 4,188,121 $ 4,465,830 $ 4,548,810 ui
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Staffing Summary (Budgeted) z
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Full Time 26.0 26.0 26.0 LL
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Part Time 34.9 36.3 36.0
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Total Staffing 60.9 62.3 62.0
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Library Services L
Performance Statistics o
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1 Library Services 2013 Highlights o
The Library was awarded the 2013 National Medal for Museum and Library Service for its
innovative and responsive work in the Rancho Cucamonga community. The National Medal is >
the nation's highest honor that can be bestowed upon a library or museum. Councilwoman
Williams and Library staff were presented the National Medal by First Lady Michelle Obama
at a special awards ceremony at the White House in May 2013.
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Library Services Revenue 2012 ■2013 %' ry r. '
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$190,0375196,512 '" • ar
$200,000 4 ‘t. ` . _. c
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$150,000 5101,11E
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$100 000 $66,246 _ yt m
$55,82 � c
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Passport Donations Overdue Fines DVD/CD Rentals
Revenue Received Collected Collected =
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Tech Centers : Adult Literacy - Operations Special Projects Services
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Fiscal Year 2.014'1. Pre1iniinar\ f3iidiet Pays 24 ) L •::J
Successor Agency to the
Rancho Cucamonga Redevelopment Agency
Department Budget Summary
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Overview of Department
On February 1, 2012, the Successor Agency to the Rancho Cucamonga Redevelopment Agency
was formed as a result of the State's action to eliminate Redevelopment Agencies in California.
The Successor Agency assumed all of the duties and responsibilities of the former Redevelopment To
Agency and is responsible for winding down the Agency's activities. While many of the former
Redevelopment Agency's projects have come to an end, several infrastructure and housing-related
programs will continue under the direction of the Successor Agency.
As part of the winding down of the Agency's activities, the Successor Agency will continue to N
facilitate the funding of the obligations of the former Redevelopment Agency with Redevelopment
Property Tax Trust Fund (RPTTF) remittances from the County of San Bernardino. These
payments will be made in accordance with the Recognized Obligation Payment Schedule(ROPS)
approved by the State Department of Finance.
In the upcoming fiscal year, the Successor Agency will continue
utilizing bond proceeds to fund capital improvement projects
authorized by the bond documents as the Successor Agency has _..i_.:��: .E
received a Finding of Completion by the State Department of Finance. --
The primary project to be funded is the construction of the I-15
Interchange at Base Line Road improvements.
The Successor Agency will also continue to provide funding for the Mobile Home Rental
Assistance Program, which provides low-income mobile home residents with up to $100 per
month assistance with the rental cost of a mobile home space.
No budget is presented for the Successor Agency to the Redevelopment Agency for FY 2014/15
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as the responsibilities of the Successor Agency are in a fiduciary capacity only.
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I meal year 2(114 15 PrL'Iimilmr\ Iiud ict Page 250 L• �•
Redevelopment Agency / Successor Agency to the
Rancho Cucamonga Redevelopment Agency
Department Budget Summary f
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Adopted Adopted Y
Actuals Budget Budget g
Funds Summary 2012/13 2013/14 2014/15 §
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Operating Budget
Personnel Services $ - $ - $ -
Operations and Maintenance - - -
Capital Outlay - - - v.
Cost Allocation - - - N
Debt Service - - -
Transfer Out - - - ;
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Subtotal - - -
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Other Funds
Personnel Services - - -
Operations and Maintenance 235,739,710 - -
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Capital Outlay 4,062,588 - - To
Cost Allocation - - -
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Debt Service 31,183,794 - -
Transfer Out 14,974,771 - - o
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Subtotal 285,960,863 - - a o
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All Funds
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Personnel Services - - -
Operations and Maintenance 235,739,710 - -
Capital Outlay 4,062,588 - - >
Cost Allocation - - - °
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Debt Service 31,183,794 - -
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Transfer Out 14,974,771 - - 2
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Total Cost $ 285,960,863 $ - $ - o
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Staffing Summary (Budgeted) z
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I kcal Year 2(11-1'15 Prcliminar\ 11ud_let Page 251 •
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Capital Improvement Program
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Summary by Category
The City's Capital Improvement Program (CIP) for Fiscal Year 2014/15 will provide needed
infrastructure improvements city-wide. The following is a listing by category. (Note: Funds for
these projects come from a variety of sources including Special Funds and Special Districts. These To
funds are non-General Fund revenues and typically are restricted in how they can be spent. The
amounts budgeted will fluctuate annually). Descriptions of each category, along with the
respective projects planned for Fiscal Year 2014/15, are as follows: `^
Beautification $ 400,000
Drainage 35,000
Facilities 1,675,000
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Miscellaneous 748,810
Municipal Utility 461,000
Parks 878,170
Railroad Crossings 1,300,500
Streets 4,430,300
Traffic 717,500
Total CIP $10,646,280
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Some of the more significant capital improvement projects are discussed below:
The Facilities category includes the Civic Center's roof system restoration and patio replacement, o
landscape renovation, parking and exterior lighting, and roof and patio replacement. It also
includes the Library's second floor Rancho KIDS Project.
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The Miscellaneous category includes utility underground on Base Line Road from Carnelian to
Vineyard.
The Parks category includes sidewalk improvements at Etiwanda Creek Park,the design of a new
park funded by a Prop 84 State Grant named Southwest Cucamonga Park, as well as ADA and
CPSC improvements to the park playgrounds in LMD 4R. °
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The Railroad Crossings category include widening the Metrolink crossing at Hellman Avenue.
The Streets category includes Base Line Road at I-15 Interchange capital improvements and local
street pavement rehabilitation at various locations.
And within the Traffic category includes upgrade of traffic management citywide.
Details of the cost and funding source(s) for each project are including in the following pages.
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CITY OF RANCHO CUCAMONGA,CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Capital Improvement Program
Detail by Category
Category/Project Description Funding Source Amount
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Beautification
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LMD 4R-Water Conservation and Landscape Renovations Beautification $ 400,000 i=
(Multi-Phased Project)
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Beautification Total: 400,000
Drainage
Pacific Electric Trail at Victoria Park Lane-Drainage Improvement General Drainage 35,000
Drainage Total: 35,000
Facilities
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City Facilities- Roofing Survey Capital Reserve 45,000
3
Civic Center- Landscape Renovation Capital Reserve 240,000
Civic Center- Parking and Exterior Lighting Capital Reserve 140,000
Civic Center- Roof System Restoration/Patio Replacement Capital Reserve 780,000
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Cultural Arts Center- Exterior Joint Repairs Capital Reserve 25,000
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Fire District-Jersey Station 174 Training Facility Fire Capital Projects 50,000
Paul A. Biane Library-2nd Floor Rancho KIDS Project Library Capital Fund 220,000 0
Public Safety Building-HVAC IAQ Law Enforcement Reserve 100,000
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Rancho Cucamonga Family Sports Center-Relocation Park Development 30,000 0
Victoria Gardens Cultural Center-Courtyard Redesign Capital Reserve 15,000
CFD 2003-01 Cultural Ctr 5,000 0
20,000 w
Victoria Gardens Cultural Center-Loading Bay Capital Reserve 25,000 z
0
Facilities Total: 1,675,000 0
Miscellaneous
Arrow Route Utility Underground-Bear Gulch to West of Archibald Ave Underground Utilities 1,000
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Base Line Rd Utility Underground- Carnelian St to Vineyard Ave Underground Utilities 554,570
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I i>k a l Y e a r 2.(ll l 15 1'r..I inin,u% Ilu4c1 I',I"l 2:56 L..10
CITY OF RANCHO CUCAMONGA,CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Capital Improvement Program
Detail by Category
Category/Project Description Funding Source Amount
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Bus Stop Pads at Various Locations Gas Tax R&T 7360 18,640
Ped Grant Article 3 74,600
93,240
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Illuminated Street Name Sign Upgrade Gas Tax 100,000 z-
Miscellaneous Total: - 748,810 g
Municipal Utility-Electrical
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Haven Ave Electric Line Extension from 6th St. to 8th St. Municipal Utility 461,000
Municipal Utility Total: 461,000 ;
Parks
Central Park-Outdoor Improvements Park Development 50,000
Central Park- Pavillion Phase II Improvements Park Development 82,250
Etiwanda Creek Park - Sidewalk Improvements Park Development 250,000
Park Playground ADA and CPSC Improvements LMD 4R 150,000 a
0.
Park Playground Rubberized Surface Maintenance LMD 4R 16,000
0
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Park Playground Seat Wall LMD 4R 8,720
0
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Southwest Cucamonga Park-New Park Prop 84 State Grant 283,500 Ei
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Various Parks within LMD 4-Ballfield Fence and Curb Replacement LMD 4R 37,700
a
Parks Total: 878,17.0 .
Railroad Crossings
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Arrow Route at Railroad Spur-New Concrete Panels Gas Tax R&T 7360 500 W
Hellman Avenue at Metrolink Tracks-Widen Crossing Transportation 650,000 z
(Design and Construction) Citywide Infrastructure 650,000
1,300,000 -
Railroad Crossings Total: 1,300,500 z
Streets
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4th Street from Archibald to Haven-North Side Pavement Measure 1 500
Rehabilitation. Note: possible CalRecycle 3 Rebate °
x:11' I)I-1 I I'fC l'
CITY OF RANCHO CUCAMONGA,CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Capital Improvement Program
Detail by Category
E
Category/Project Description Funding Source Amount
■,
6th Street from Hermosa to Haven- Pavement Rehabilitation Gas Tax R&T 7360 300,000
0
(Construction).Note: possible CalRecycle 2 Rebate
m
2
7th St from Hellman to Archibald-Pavement Rehabilitation Gas Tax R&T 7360 20,000
Note: possible CalRecycle 3 Rebate
0
a
8th Street from Baker to Hellman- Pavement Rehabilitation Gas Tax R&T 7360 300,000
(Construction).Note: possible CalRecycle 2 Rebate N
9th Street west of Vineyard- Sidewalk Citywide Infrastructure 25,000
Improvements(Design and Construction) Safe Rte To School Grnt 90,800
Note: SRTS Federal Cycle 3 Grant 115,800
a
19th Street from West City Limit to Haven-Pavement Rehabilitation Measure I 474,000 3
(Construction). Note: possible CalRecycle 2 Rebate Measure I 901,000
1,375,000
Archibald Ave from 4th to Foothill - Pavement Rehabilitation Measure I 500
Note: possible CalRecycle 3 Rebate
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Archibald Ave from Hillside to North City Limit-Pavement Measure I 500
Rehabilitation. Note: possible CalRecycle 3 Rebate
0
Baker St from Main to Foothill - Pavement Rehabilitation Measure I 350,000
(Construction). Note: possible CalRecycle 2 Rebate
LL
Base Line Rd- at I-15 Interchange Transportation 200,000 2
(Continuation of Construction)
77(
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Carnelian St from Lemon Ave to Wilson Ave-Pavement Rehabilitation Measure I 500
Note: possible CalRecycle 3 Rebate
O
Etiwanda Ave from 6th St to Arrow Route-Widening Transportation 75,000 W
(Conceptual Plan) Citywide Infrastructure 25,000
100,000
Foothill Blvd across SCE Corridor West of Day Creek Channel - Citywide Infrastructure 145,000 0
Sidewalk Improvements(Survey, Design and Construction)
Foothill Blvd from Vineyard to Archibald- Pavement Rehabilitation Measure I 500
Note: possible CalRecycle 3 Rebate
I i,,cal 2.tll-1
L_.••••
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CITY OF RANCHO CUCAMONGA,CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Capital Improvement Program
Detail by Category
E
O
Cate2ory/ Project Description Funding Source Amount
Haven Ave from Wilson to North City Limit- Pavement Rehabilitation Measure I 500
Note: possible CalRecycle 3 Rebate
I-
Hellman Ave from Base Line Rd to 19th St-Pavement Rehabilitation Gas Tax R&T 7360 410,000
(Construction). Note: possible CalRecycle 2 Rebate
Hermosa Ave from Banyan to Wilson-Pavement Rehabilitation Gas Tax R&T 7360 500 0-
Related to Hermosa storm drain
Lemon Ave from Archibald to Haven-Pavement Rehabilitation Gas Tax R&T 7360 500
Related to Lemon storm drain
Local Street Pavement Rehabilitation at Various Locations Gas Tax R&T 7360 850,000
(Survey,Design and Construction) Prop 42 109,000
959,000
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Madrone Ave North of 9th St-Widening with Southwest Cucamonga Park Gas Tax R&T 7360 500
Rochester from Foothill Blvd to Base Line Rd - Pavement Rehabilitation Measure I 500
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San Bernardino Rd from Carnelian to Archibald- Pavement Rehabilitation Gas Tax R&T 7360 20,000 ;"
Note: possible CalRecycle 3 Rebate
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Spruce Ave from Foothill to Base Line-Pavement Rehabilitation Gas Tax R&T 7360 30,000
Note: possible CalRecycle 3 Rebate
LL
Victoria Street from Etiwanda to East City Limit- Widening and Pavement Transportation 500
Youngs Canyon Road from Koch Place to Cherry Ave- Street Extension AD 88-2 Etiwnda/Hghlnd 100,000 3
Streets Total: 4,430,300 }
Traffic
Li
6th St at Utica Ave-Traffic Signal Installation Transportation 12,500 a
Carnelian St at Banyan St-Traffic Signal Installation Transportation 300,000 Z
0
V1
Milliken Ave and Day Creek Blvd Traffic Signals-Upgrade Left Transportation 125,000 '-o
Turn Phases
z
Traffic Management Center- Upgrade Project Citywide Transportation 280,000 LL
Traffic Total: 717,500
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Total Capital Improvement Projects: $ 10,646,280
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RANCHO
CUCAMONGA
CALIFORNIA
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APPENDIX
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11',cal Year 2.014 15 1>relim111Ur\ I3ud_2c1 l'w2c ii6 I I . ••••
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isea1 Year 2014 15 I'rcliminar% I?;ud et I'ae� - I L• •;;�
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Snapshot of the City of Rancho Cucamonga
General Information:
E
The City of Rancho Cucamonga currently has an estimated population of 171,058 and
encompasses approximately 40.2 square miles. It is located between the cities of Upland to the
west, Ontario to the south, Fontana to the east and is in the western section of San Bernardino =
County which is in the southern part of the State of California. The local economy includes a
diverse business base of office, light manufacturing and distribution, and retail which emphasizes F.
the City's efforts at attracting and retaining sales tax generating businesses to help provide a stable
financial base.
0
N
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Government:
The City of Rancho Cucamonga (the City) was incorporated in 1977 as a general law city under
the provisions of the Government Code of the State of California, and operates under the Council-
Manager form of city government. The City officials elected at large include a Mayor and four
City Council members, a City Clerk and a City Treasurer. The Mayor and Council members are
elected on a staggered basis for a term of four years. There is no limit on the number of terms an
individual can serve as Mayor or as Council members. The Mayor and City Council appoint the
City Manager and City Attorney.
Population (per California State Department of Finance):
2002-139,878 2006-172,322 2010-178,904
2003-149,149 2007-173,916 2011-169,498 0
2004-157,313 2008-175,627 2012-171,058
2005-163,840 2009-177,051 2013-172,299
Capital Asset Statistics (per June 30, 2013 CAFR):
T
Police: Fire:
CC
Stations: 1 Fire Stations: 7
2
Patrol units: 58 0
Public Works: Parks and Recreation: o
Streets (miles): 523 Parks: 31
Streetlights: 16,262 Acreage: 343 W
Traffic signals: 219 Community centers: 6
O
I i.c t1 l :,u 2014 I I'I':I111Uh1 F\ liu;l: �� I ;I r
I
CITY OF RANCHO CUCAMONGA,CALIFORNIA
Principal Employers
Current Year and Nine Years Ago* c
0
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N
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2013 20052 E
0
Percent of Percent of
1-
Number of Total Number of Total =
Employer Employees! Rank Income' Employees, Rank Employment
v
1
Chaffey Community College 1,229 1 1.73% 1,100 1 1.45% E
a
Etiwanda School District 1,058 2 1.49% 1,015 2 1.34% N
Amphastar Pharmaceutical 880 3 1.24% n/a n/a n/a
10
City of Rancho Cucamonga 838 4 1.18% 705 4 0.93%
c
Southern California Edison 800 5 1.13% 450 9 0.59% 3
Alta Loma School District 670 6 0.94% 920 3 1.22%
Mercury Casualty 606 7 0.85% 437 10 0.58%
v
West Coast Liquidators 565 8 0.80% n/a n/a n/a iu
Frito-Lay, Inc. 561 9 0.79% 600 5 0.79%
Central School District 527 10 0.74% 500 7 0.66% o
0
C.W. Construction n/a n/a n/a 600 5 0.79%
0
Mission Foods n/a n/a n/a 573 6 0.76%
c
Target n/a n/a n/a 475 8 0.63%
0
o
T
0
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Note: "Total Employment" as used above represents the total employment of all employers located within W
City limits. a'
z
0
! Includes full-time and part-time employees.
0
2 City opted to provide data for 2005 as 2004 is not available. Z
a
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*Only the top ten employers for each year presented have data displayed. If a company did not rank in the top
ten employers for both years presented,then one of the two years will state "n/a". o
Y
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Source: June 30,2013 Comprehensive Annual Financial Report
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CITY OF RANCHO CUCAMONGA,CALIFORNIA
Principal Sales Tax Remitters E
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0
Current Year and Nine Years Ago
v
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7
2013 2004 E
Business Name Business Category Business Name Business Category v
I-
Ameron International Contractors Albertsons Grocery Stores Liquor
Apple Electronics/Appliance Stores Albertsons Grocery Stores Liquor ;'
Arco AM PM Service Stations Ameron International Contractors
Bass Pro Shops Outdoor World Sporting Goods/Bike Stores Ameron Steel Pipe Contractors o
N
Best Buy Electronics/Appliance Stores Arco AM PM Mini Mart Service Stations
a,
Chevron Service Stations Best Buy Electronics/Appliance Stores
Circle K Service Stations Chevron Service Stations
a,
c
Circle K Service Stations Circuit City Electronics/Appliance Stores 3
Costco Discount Department Stores Costco Discount Department Stores
CU
m
Day Creek Arco Service Stations Edgepark Surgical Medical/Biotech m
m
Day Creek Shell Service Stations Home Depot Lumber/Building Materials
a,
Haven Mobil Service Stations Living Spaces Furniture Home Furnishings '
To
V
Home Depot Lumber/Building Materials Lowes Lumber/Building Materials o
t;
JC Penney Department Stores McDonalds Restaurants No Alcohol
0
Living Spaces Furniture Home Furnishings Mervyns Department Stores c.0
V
Lowes Lumber/Building Materials Novartis Animal Health Medical/Biotech o
Macys Department Stores Proficient Food Food Manufacturing
LL
Monoprice Office Supplies/Furniture Rancho Mobil Service Stations
NIC Partners Electrical Equipment Ross Family Apparel o
u
Sears Department Stores Shell/Texaco Service Stations
Sharp Electronics Corp Electronics/Appliance Stores Stater Bros Grocery Stores Liquor o
u
Shell Service Stations Tamco Heavy Industrial w
Southwire Company Energy/Utilities Target Discount Department Stores a
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Target Discount Department Stores Walmart Discount Department Stores
Walmart Discount Department Stores West End Material Supply Lumber/Building Materials
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* Firms listed alphabetically
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6
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Source: June 30,2013 Comprehensive Annual Financial Report o
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I iticul � c.n .014 1 � Prdirninar\ Mi.l l•t I'a_!C 2(�� • ••;
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Financial Policies
E
BUDGETING POLICY
• The City will adopt an annual budget for the fiscal year beginning July 1 no later than June 30
of the same year.
• The adopted budget will be balanced with current year operating expenditures fully funded by
current year revenues and identified undesignated/unreserved fund balance.
• Fund balance reserves will be used only for non-recurring expenditures such as capital projects
and not for on-going operations.
• The City Manager is authorized to implement programs as approved in the adopted budget.
• The City Manager may transfer appropriations between divisions, projects and programs
within the same department and fund in order to implement the adopted budget.
• Quarterly budget reports will be presented to the City Council to provide information on the
status of the City's financial condition.
CAPITAL IMPROVEMENT POLICY
• Capital projects involve the purchase or construction of major fixed assets such as land,
building or permanent improvements including additions, replacements and major alterations
having a long life expectancy and costing $5,000 or more.
• Capital projects are funded by a variety of sources including Special Funds, Redevelopment
Agency, and Special Districts. These funds are non-General Fund revenues and typically are
restricted in how they can be spent. Prior to its inclusion in the annual budget, a determination
must be made that the project is an appropriate use of the funds and that there is sufficient fund
balance.
0
• The City will identify the estimated costs and potential funding sources for each capital project o
prior to its submittal to the City County for approval.
• The City will coordinate the development of the Five-Year Capital Improvement Program
(CIP) with the development of the annual Operating Budget. LL
REVENUE POLICY
0
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Recurring revenue growth (inflation) will be used to pay for recurring expenditures. Recurring
expenditure increases should not be approved which exceed recurring revenue growth. Any new o
or expanded programs will be required to identify new funding sources and/or offsetting reductions
wee
in expenditures. In addition:
• The City shall use a conservative approach in projecting revenues.
• One-time revenues may be used for one-time expenditures.
• The City shall update its user fees and charges periodically to recover costs of providing
that service for which a fee is charged.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Financial Policies
E
PURCHASING POLICY
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Purchasing Limits: Less than $5,000 No bid necessary,may use PCard 1
$5,0001 to $50,000 Minimum of three (3) written g
quotes
More than $50,000 Formal bid To
U
Contract Signing Limits: $5,000 or less Lead Maintenance Worker
$10,000 or less Supervisors
$15,000 or less Superintendents
$25,000 or less Division Heads/Battalion Chiefs N
$50,000 or less Department Heads
$100,000 or less City Manager
$100,001 or more City Council
RESERVE.POLICY 3
1:-....:
Adequate reserve levels are a necessary component of the City's overall financial management
strategy. It is the responsibility of the City Council to maintain a sufficient level of reserve funds ce
to provide for the orderly provision of services to the citizens of the City of Rancho Cucamonga.
The City Council has the authority to decide the circumstances under which the reserves can be T
used. The City Manager and the Finance Director may, from time to time,make recommendations
vl
as to the level of reserve funds necessary for prudent fiscal management. Reserve levels shall be
reviewed at least annually during the budget process to ensure that they are consistent with the a
conditions faced by the City. g
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• Changes in Economic Circumstance o.
The City's General Fund balance committed for changes in economic circumstances is LL
established at a goal of a six month reserve, or 50% of the City General Fund operating budget
for the upcoming fiscal year. The Fire District's fund balance committed for changes in
economic circumstances is established at a goal of a six month reserve, or 50% of the Fire
District's operating budget for the upcoming fiscal year. As defined in the resolution
establishing this commitment,the specific uses are listed as the declaration of a state or federal o
state of emergency or a local emergency as defined in Rancho Cucamonga Municipal Code 8
Section 2.36.020; or a change in economic circumstances in a given fiscal year that results in Q w
revenues to the City/Fire District being insufficient to cover expenditures for one or more fiscal m
Z
years. The City Council/Fire Board may, by the affirming vote of three members, change the
amount of this commitment and/or the specific uses of these monies. a
2
• City Facilities' Capital Repair
LL
The City's General Fund balance committed for City facilities' capital repair is established at F
a minimum goal of 25% of capital assets value comprised of construction in progress o
(excluding infrastructure), building improvements, and improvements other than building for o
governmental activities.
/-7\,
isc,Il 1 L•,ir 21114 1 I'rclinlin;u\ I�u,1_2ct 1),1,2c ,( :•
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Financial Policies
E
• Fire District Facilities Capital Repair
The Fire District's fund balance committed for the Fire District facilities capital repair is
hereby committed to a minimum goal of 50%of capital assets value comprised of construction
in progress (excluding infrastructure), building improvements, and improvements other than
building for public safety-fire activities.
S
• Working Capital
The City's General Fund balance committed for Working Capital is established at a goal of a
minimum of 5% of the City's General Fund operating budget for the upcoming fiscal year.
The Fire District's fund balance committed for Working Capital is established at a goal of a
minimum of 50%of the District's operating budget for the upcoming fiscal year.
• Self-Insurance
The City's General Fund balance committed for payment for general liability claims primarily
through the use of interest earnings on the reserve but not limited to such in the event of an
unfavorable interest rate environment is established at a minimum goal of three times the City's
total yearly SIR for all types of insurance coverage.
• Employee Leave Payouts
The City's General Fund balance and the Fire District's fund balance committed for employee
leave payouts as valued in accordance with the City's labor contracts as of the last day of the To
fiscal year.
a
• PERS Rate Stabilization
The City's General Fund and Fire District's fund balance committed to offset projected rate
increases identified in the annual Ca1PERS actuarial valuation for two fiscal years after the
0
year of financial reporting.
L.
• Dispatch System Acquisition
The Fire District's fund balance committed to JPA membership for the District's current
dispatch system.
V
• Booking Fees o
The City's General Fund balance committed to provide funding for an increase in the booking w
fees charged to the City by the County of San Bernardino in the event that backfill funding is a
not provided by the State of California. z
L
• Vehicle and Equipment Replacement
The Fire District's fund balance committed for the replacement of fire safety vehicles and
equipment as determined based on the District's replacement criteria is established at a
L
minimum goal of 50% of District vehicle and equipment replacement value.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Financial Policies
E
• Law Enforcement 3
The City's General Fund balance committed for public safety purposes.
E
• Contract Development Services
The City's General Fund balance committed for contract development services.
To
INVESTMENT POLICY
The Statement of Investment Policy shall be reviewed annually to ensure its consistency with the
overall objectives of the City and its relevance to Federal, State, and local law; prudent money
management; and financial and economic trends, and submitted to the City Council for approval N
in December. The policy applies to all funds and investment activities under the direct authority
of the City. Financial assets held and invested by trustees or fiscal agents are subject to the
regulations established by the State of California pertaining to investments by local agencies as
well as the related bond indentures.
3
Cash management and investment transactions are the responsibility of the City Treasurer and/or
his designee. Criteria for selecting investments in order of priority are safety, liquidity and yield.
The City operates its pooled cash investments under the "Prudent Person Standards." Under the
provisions of the City's investment policy and in accordance with Section 53601 of the California
Government Code, the City may invest in the following types of investments:
• Securities of the U.S. Government, or its agencies
• Municipals (Warrants,Notes and Bonds) o
• Certificates of Deposit (or Time Deposits)
• Negotiable Certificates of Deposit o
• FDIC—Insured Certificates of Deposit
• Banker's Acceptances
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• Commercial Paper
• Local Agency Investment Fund (State Pool) Demand Deposits 3
• Joint Powers Authority (JPA) Investment Pool (Short-Term)
• Deposit of Funds
• Repurchase Agreements (Repos) 0
• Medium Term Corporate Notes
• Investment Agreements
Z
0
In order to minimize the impact of market risk, it is the intent that all investments will be held to
maturity. The Administrative Services Department shall prepare and submit a monthly investment
report to the City Council within 30 days after the end of the reporting period.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Long-Term Debt
The City has no single, comprehensive debt policy statement because the City has no bonded :
indebtedness. Therefore, State law pertaining to local government debt and past City debt E
transactions serve as de facto policy. Pursuant to State of California Government Code Section
43605,the City's legal bonded indebtedness shall not exceed 15%of the assessed value of all real
and personal property in the City. However, this provision was enacted when assessed valuation
was based upon 25% of market value. Effective with the 1981/82 fiscal year, each parcel is now
assessed at 100% of market value (as of the most recent change in ownership for that parcel).
Although the statutory debt limit has not been amended by the State since this change, the
percentages presented in the computation below have been proportionately modified to 3.75%
(25%of 15%) for the purposes of this calculation in order to be consistent with the computational
effect of the debt limit at the time of the State's establishment of the limit.
c
As noted above, as of the publication date of this report, the City had no bonded indebtedness.
However, its debt limit, as illustrated in the June 30, 2013 Comprehensive Annual Report, is cal
$735,030,975. The calculation is included below. 3
Legal Debt Margin Calculation for Fiscal Year 2012/13:
Assessed value $ 19,600,826,000
Debt limit(3.75%of assessed value) 735,030,975
Debt applicable to limit:
General obligation bonds - o
Legal debt margin $ 735,030,975 `s
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I i:c iI 1 Lar iOl-I 1 -; _'69;1 L• •:'J•
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Glossary of Budget Terms E
Accrual Basis of Revenues are recognized when both measurable and available;
Accounting: expenditures are recorded when services have been substantially performed
or goods have been received and the liabilities incurred.
i=
Adopted Budget: The official budget as approved by the City Council at the start of each
fiscal year.
Ad Valorem Tax A state or local government tax based on the value of real property as '^
"According to its determined by the county tax assessor.
value":
Amended Budget: The adopted budget as amended by the City Council through the course of
a fiscal year.
U
d
Appropriations: A legal authorization granted by a legislative body to make expenditures
and to incur obligations for specific purposes. An appropriation is usually
limited in amount and to the time when it may be expended. m
Assessed Valuation: A municipality's property tax base stated in dollars based on real estate
and/or other taxable business property for the purposes of taxation,
sometimes expressed as a percent of the full market value of the taxable To
property within a community.
Budget: A plan of financial operation comprised of estimated expenditures for a
given period (usually a single fiscal year) and the proposed means of
financing the expenditures (through revenues). o
Capital Budget: A budget which focuses on capital projects to implement the Capital
Improvement Program.
Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year and costs more than $5,000.
Capital Improvement A plan for capital improvements to be implemented each year over a
Program: number of years to meet capital needs arising from the assessment of long-
term needs. It sets forth the estimated cost for each project and specifies
the resources required to finance the projected expenditures. o
Capital Improvement The budget unit to group activities and costs necessary to implement a
Project: specific capital improvement and/or acquisition. A project can include the
construction, acquisition, expansion, replacement, or rehabilitation of a w
physical facility or improvement. Projects often include planning and LL
design, land acquisition, and project management costs related to such °>
facilities and improvements. °
kcal Year 2014 15 I'rcliniinul '2.7O •;:J
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Glossary of Budget Terms
0
Capital Projects Used to account for financial resources for the acquisition or construction
Funds: of major capital facilities other than those financed by proprietary and trust
funds.
I-
Debt Service Funds: Account for the accumulation of resources set aside to meet current and
future debt service requirements (payments) on general long-term debt.
Department: A major organizational group of the City with overall management
responsibility for an operation or a group of related operations within a o
functional area.
Division: An organizational subgroup of a department.
Encumbrance: The commitment of appropriated funds to purchase goods, which have not
yet been received, or services that have yet to be rendered.
• - 3
Enterprise Funds: Use to account for self-supporting operations such as the Municipal Utility.
Expenditures: Decreases in net financial resources. Expenditures include current
operating expenses which require the current or future use of net current
assets, debt service and capital outlays.
N
Expenses: Decreases in net total assets. Expenses represent the total cost of
operations during a period regardless of the timing of related expenditures.
Fiscal Year: A 12-month period to which the annual operating budget applies and at the
end of which an entity determines its financial position, the results of its
LL
operations, and adopts a budget for the coming year. The City of Rancho
Cucamonga's fiscal year is from July 1 to June 30.
Fixed Assets: Equipment costing $5,000 or more, including tax, with a useful life longer
than one year, and not qualifying as a capital improvement project.
Includes automotive equipment, office equipment, office furniture,
acquisitions, landscaping improvements, etc.
Full-Time Equivalent The conversion of part-time employee hour to an equivalent of a full-time o
(FTE): position. For example: one person working 20 hours a week for a year
would be 0.5 FTE.
z
Fund: An independent fiscal and accounting entity with a self-balancing set of
accounts, recording resources, related liabilities, obligations, reserves and LL
equities segregated for the purpose of carrying out specific activities or
attaining certain objectives in accordance with special regulations, °
restrictions or limitations.
i>1/4_a1 l L;t 2()I4 M1,I,2C1 I':IL2c
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Glossary of Budget Terms
Fund Balance: The equity (assets minus liabilities) of governmental fund and fiduciary :?
fund types.
Generally Accepted Uniform minimum standards of and guidelines for financial accounting
Accounting Principles and reporting. They govern the form and content of the basic financial
(GAAP): statements of an entity. GAAP encompasses the conventions, rules, and
procedures necessary to define accepted accounting practices at a
particular time. They include not only broad guidelines of general
application, but also detailed practices and procedures. GAAP provides a `^
standard by which to measure financial presentations.
Governmental Funds: Typically are used to account for tax-supported (governmental) activities.
These include the General Fund, Special Revenue Funds, Capital Projects
Funds, and Debt Service Funds.
tin
Interfund Transfers: Defined as "flows of assets" (such as good or services) without equivalent
flows of assets in return and without requirement for repayments.
Internal Service Account for the goods or services provided by one fund and/or department
Funds: to another fund and/or department on a cost reimbursement basis.
Investment Grade: A rating issued by the three major bond rating agencies, Moody's,
Standard & Poor's, and Fitch, rated BBB, Baa or Better. Many fiduciaries,
trustees, and some mutual fund managers can only invest in securities with
an investment grade rating.
oc
0
Modified Accrual The accrual basis of accounting where revenues are recognized when they
Basis: become both"measurable" and "available"to finance expenditures of the
current period. All governmental funds and agency funds are accounted
roc
for using the modified accrual basis of accounting.
0
Object Code: The classification of expenditures in terms of what is bought and paid for
grouped into categories.
Overlapping Debt: The proportionate share of the general obligation bonds of local
governments located wholly or in part within the limits of the reporting
unit of government, that must be borne by property owners within the unit.
t
Personnel Expenses: Compensation paid to or on behalf of City employees for salaries and
wages, overtime and benefits. Z
w
Proprietary Funds: Account for records of operations similar to those found in a business, such LL
as internal service funds and enterprise funds.
0
Revenue: Moneys that the City receives as income such as tax payments, fees from
specific services, receipts form other governments, fines, forfeitures,
I i.�cil ' gar 2()I I'c12r 272 •••
•
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2014/15 Preliminary Budget
Glossary of Budget Terms
41
Special Revenue Account for the revenue derived form specific taxes or other earmarked
Funds: revenue sources (other than expendable trusts or for major capital projects)
that are restricted by law or administrative action to expenditures for
specified purposes.
Taxes: Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit. This term does not include
specific charges made against particular persons or property for current or
permanent benefits such as special assessments. Neither does the term o
include charges for services rendered only to those paying such charges as,
for example, user charges.
User Charges: Payments made by users or customers of publicly provided services that
benefit specific individuals. These services exhibit"public good"
characteristics. Examples of user charges are fees paid for recreational
activities, building fees, etc.
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